Solutions Manual for Operations and Supply Chain Management, 2024 Release (Stevenson & Kull, 2024) | All Chapters 1–19 Covered

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TABLE OF CONTENTS
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Solutions Manual: Operations and Supply Chain Management, 2024
Release
Authors: William Stevenson, Thomas Kull
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1. Introduction to Operations Management
2. Competitiveness, Strategy, and Productivity
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3. Forecasting
4. Product and Service Design (Supplement: Reliability)
5. Strategic Capacity Planning for Products and Services (Supplement: Decision Theory)
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6. Process Selection and Facility Layout
7. Work Design and Measurement (Supplement: Learning Curves)
8. Location Planning and Analysis
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9. Management of Quality
10. Quality Control
11. Aggregate Planning and Master Scheduling
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12. Inventory Management
13. MRP and ERP
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14. JIT and Lean Operations (Supplement: Maintenance)
15. Supply Chain Management
16. Scheduling
17. Project Management
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18. Management of Waiting Lines
19. Linear Programming

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Chapter 01 - Introduction to Operations Management
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CHAPTER 01
PR INTRODUCTION TO OPERATIONS MANAGEMENT

Teaching Notes
Many students come to this course with negative feelings, perhaps because they have heard that the
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course includes a certain amount of quantitative material (which many feel uncomfortable with), or
perhaps because the course strikes them as “how to run a factory.” Others seem to have very little idea
about what operations management is. I view the initial meeting with my classes, and this first chapter, as
opportunities to dispel some of these notions, and to generate enthusiasm for the course.
Highlights of the chapter include the following:
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Operations as one of the three main functional concerns of most organizations.
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2. The role and job of the operations manager as a planner and decision-maker.
3. Different ways of classifying (and understanding) production systems.
4. System design versus system operation.
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5. Major characteristics of production systems.
6. Contemporary issues in operations management.
7. Operations as essentially managerial (planning, staffing, etc.)
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The historical evolution of production/operations management.
9. Manufacturing operations versus service operations.
10. The need to manage the supply chain.
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Reading: Why Manufacturing Matters ??
1. Given that the U.S. economy is becoming more service based, the percentage of employment in
manufacturing is declining while the percentage of employment in the service industry is
increasing. In addition, the loss of manufacturing jobs results in the loss of service jobs as well (a
general estimate is that four service jobs are lost for each manufacturing job lost).
2. The government could offer companies tax incentives for purchasing new equipment or for hiring
workers. In addition, the government could work with manufacturing companies to re-train
workers in more advanced manufacturing processes.
3. Manufacturing innovation is important because it requires high value-added knowledge work that
supports future innovation. Second, innovation generates high-paying jobs. Third, innovation is
important because it improves productivity, thereby slowing the outsourcing of jobs to lower
wage countries.



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Chapter 01 - Introduction to Operations Management
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Reading: Agility Creates a Competitive Edge
The first solution could be for U.S. retailers to continue sourcing from China that part of demand that is
certain and to source uncertain demand from the same low-cost producers in Romania and Turkey.
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