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