Operations and Supply Chain Management
b b b b
SOLUTION MANUAL b
Operations and Supply Chain Management, 17th Edition
b b b b b b b
by F. Robert Jacobs and Richard Chase
b b b b b b
Chapters 1 - 22 | Complete
b b b b b b b
1-1
, Operations and Supply Chain Management
b b b b
• TABLE OF CONTENTS b b
Chapter 1: Introduction
b b
Chapter 2: Strategy
b b
Chapter 3: Design of Products and Services
b b b b b b
Chapter 4: Projects
b b
Chapter 5: Strategic Capacity Management
b b b b
Chapter 6: Learning Curves
b b b
Chapter 7: Manufacturing Processes
b b b
Chapter 8: Facility Layout
b b b
Chapter 9: Service Processes
b b b
Chapter 10: Waiting Line Analysis and Simulation
b b b b b b
Chapter 11: Process Design and Analysis
b b b b b
Chapter 12: Quality Management
b b b
Chapter 13: Statistical Quality Control
b b b b
Chapter 14: Lean Supply Chains
b b b b
Chapter 15: Logistics and Distribution Management
b b b b b
Chapter 16: Global Sourcing and Procurement
b b b b b
Chapter 17: The Internet of Things and ERP
b b b b b b b
Chapter 18: Forecasting
b b
Chapter 19: Sales and Operations Planning
b b b b b
Chapter 20: Inventory Management
b b b
Chapter 21: Material Requirements Planning
b b b b
Chapter 22: Workcenter Scheduling
b b b
1-2
, Operations and Supply Chain Management b b b b
CHAPTER1 b
OPERATIONSAND SUPPLYCHAINMANAGEMENT b b b b
DiscussionQuestions b
1. Using Exhibit 1.3 as a model, describe the source-make-deliver-return relationships in the
b b b b b b b b b b b
following systems:
b b
a. An airline
b
Source: Aircraftmanufacturer, in-flight food,repair parts,computer systems
b b b b b b b b
Make: Aircraft and flight crew scheduling, ground services provided at airports, aircraft
b b b b b b b b b b b
maintenance and repair b b b
Deliver: Outbound and arriving passenger service, baggage handling
b b b b b b b
Return: Resolve any post-service issues such as lost ordamaged luggage
b b b b b b b b b b b
b. An automobile manufacturer
b b
Source: Suppliers of components and raw materials b b b b b b
Make: Manufacturing of vehicles and components or subassemblies to be sold as spareparts
b b b b b b b b b b b b b
Deliver: Delivery to and sales from dealerships, delivery of spare parts to the wholesale
b b b b b b b b b b b b b
system b
Return: Warranty and recall repairs, trade-ins b b b b b
c. A hospital
b
Source: Medical supplies, cleaning services, disposal services, food services, qualified
b b b b b b b b b
personnel b
Make: Inpatientrooms, outpatient clinics, emergencyroom, operatingrooms
b b b b b b b b
Deliver: Scheduling patients, providing treatment, ambulance service, family counseling
b b b b b b b b
Return: Billing errors, follow up visits
b b b b b b
d. An insurance company
b b
Source: Supplies needed for theoffice, underwriters, legal authority tooperate
b b b b b b b b b b
1-3
, Operations and Supply Chain Management b b b b
Make: Establish policy guidelines and pricing, field agent/representative and facility
b b b b b b b b b
network, develop Internet service capabilities, establish preferred vehicle repair service
b b b b b b b b b b
network
b
Deliver: Meet with and advise clients, write policies, process and pay claims b b b b b b b b b b b
Return: refund of overpayments
b b b b
2. Define the service package of your college or university. What is its strongest element? What isits
b b b b b b b b b b b b b b b b
weakest one?
b b
The categories with examples are:
b b b b
Supporting facility - location, buildings, labs, parking Facilitating b b b b b b b
goods – class schedules,computers, books, chalk
b b b b b b b
Explicit services – classes with qualified instructors, placement offices b b b b b b b b
Implicit services – status and reputation (e.g., Ivy League schools)
b b b b b b b b b b
At Indiana University and the University of Southern California, among their strongest elements
b b b b b b b b b b b b
are their business schools and their Operations Management programs (of course).Both also
b b b b b b b b b b b b b
have very dedicated alumni networks. A weak element of Indiana University is its weak football
b b b b b b b b b b b b b b b
program; for USC, weakelements are on-campus parking and housing.
b b b b b b b b b b
3. What service industryhas impressed you the most with its innovativeness?
b b b b b b b b b b
Our vote goes to cruise lines which have introduced such onboard innovations as wave machines
b b b b b b b b b b b b b b
for belly boarding and rock climbing walls, as well as all sorts of other amenities tokeep cruisers
b b b b b b b b b b b b b b b b b b
involved. The industry is doing record business as well.
b b b b b b b b b
Some of the standout companies in less innovative industries are Bank of America (has a formalized
b b b b b b b b b b b b b b b
research program to try out new customer services/amenities such as video screensin next to teller
b b b b b b b b b b b b b b b b
lines), Intuit (e.g., putting Quicken money management software online), Ikea,JetBlue Airlines, and
b b b b b b b b b b b b b
Progressive Insurance (discussed later inthe book).
b b b b b b b
4. What is product-service bundling and what are the benefits to customers?
b b b b b b b b b b
Product-service bundling is adding Value-added services to a firm’s product offerings to create b b b b b b b b b b b b
more value for the customer. This provides benefits in two areas. First, this differentiates the
b b b b b b b b b b b b b b b
organization from the competition. Secondly, these services tie customers to the organizationin a
b b b b b b b b b b b b b b
positive way. Alternatively, bundling can also involve adding products to a service, for example,
b b b b b b b b b b b b b b
adding the sale of convenience items and snacks at a hotel.
b b b b b b b b b b b
5. What is the difference between aservice and a good? b b b b b b b b b
A service is an intangible process (you can’t hold it in your hands), while a good is the physicaloutput
b b b b b b b b b b b b b b b b b b b
of a process.
b b b
6. Look at the job postings at http://www.indeed.com and evaluate the opportunities for an
b b b b b b b b b b b b
OSM major with several years of experience.
b b b b b b b
1-4
b b b b
SOLUTION MANUAL b
Operations and Supply Chain Management, 17th Edition
b b b b b b b
by F. Robert Jacobs and Richard Chase
b b b b b b
Chapters 1 - 22 | Complete
b b b b b b b
1-1
, Operations and Supply Chain Management
b b b b
• TABLE OF CONTENTS b b
Chapter 1: Introduction
b b
Chapter 2: Strategy
b b
Chapter 3: Design of Products and Services
b b b b b b
Chapter 4: Projects
b b
Chapter 5: Strategic Capacity Management
b b b b
Chapter 6: Learning Curves
b b b
Chapter 7: Manufacturing Processes
b b b
Chapter 8: Facility Layout
b b b
Chapter 9: Service Processes
b b b
Chapter 10: Waiting Line Analysis and Simulation
b b b b b b
Chapter 11: Process Design and Analysis
b b b b b
Chapter 12: Quality Management
b b b
Chapter 13: Statistical Quality Control
b b b b
Chapter 14: Lean Supply Chains
b b b b
Chapter 15: Logistics and Distribution Management
b b b b b
Chapter 16: Global Sourcing and Procurement
b b b b b
Chapter 17: The Internet of Things and ERP
b b b b b b b
Chapter 18: Forecasting
b b
Chapter 19: Sales and Operations Planning
b b b b b
Chapter 20: Inventory Management
b b b
Chapter 21: Material Requirements Planning
b b b b
Chapter 22: Workcenter Scheduling
b b b
1-2
, Operations and Supply Chain Management b b b b
CHAPTER1 b
OPERATIONSAND SUPPLYCHAINMANAGEMENT b b b b
DiscussionQuestions b
1. Using Exhibit 1.3 as a model, describe the source-make-deliver-return relationships in the
b b b b b b b b b b b
following systems:
b b
a. An airline
b
Source: Aircraftmanufacturer, in-flight food,repair parts,computer systems
b b b b b b b b
Make: Aircraft and flight crew scheduling, ground services provided at airports, aircraft
b b b b b b b b b b b
maintenance and repair b b b
Deliver: Outbound and arriving passenger service, baggage handling
b b b b b b b
Return: Resolve any post-service issues such as lost ordamaged luggage
b b b b b b b b b b b
b. An automobile manufacturer
b b
Source: Suppliers of components and raw materials b b b b b b
Make: Manufacturing of vehicles and components or subassemblies to be sold as spareparts
b b b b b b b b b b b b b
Deliver: Delivery to and sales from dealerships, delivery of spare parts to the wholesale
b b b b b b b b b b b b b
system b
Return: Warranty and recall repairs, trade-ins b b b b b
c. A hospital
b
Source: Medical supplies, cleaning services, disposal services, food services, qualified
b b b b b b b b b
personnel b
Make: Inpatientrooms, outpatient clinics, emergencyroom, operatingrooms
b b b b b b b b
Deliver: Scheduling patients, providing treatment, ambulance service, family counseling
b b b b b b b b
Return: Billing errors, follow up visits
b b b b b b
d. An insurance company
b b
Source: Supplies needed for theoffice, underwriters, legal authority tooperate
b b b b b b b b b b
1-3
, Operations and Supply Chain Management b b b b
Make: Establish policy guidelines and pricing, field agent/representative and facility
b b b b b b b b b
network, develop Internet service capabilities, establish preferred vehicle repair service
b b b b b b b b b b
network
b
Deliver: Meet with and advise clients, write policies, process and pay claims b b b b b b b b b b b
Return: refund of overpayments
b b b b
2. Define the service package of your college or university. What is its strongest element? What isits
b b b b b b b b b b b b b b b b
weakest one?
b b
The categories with examples are:
b b b b
Supporting facility - location, buildings, labs, parking Facilitating b b b b b b b
goods – class schedules,computers, books, chalk
b b b b b b b
Explicit services – classes with qualified instructors, placement offices b b b b b b b b
Implicit services – status and reputation (e.g., Ivy League schools)
b b b b b b b b b b
At Indiana University and the University of Southern California, among their strongest elements
b b b b b b b b b b b b
are their business schools and their Operations Management programs (of course).Both also
b b b b b b b b b b b b b
have very dedicated alumni networks. A weak element of Indiana University is its weak football
b b b b b b b b b b b b b b b
program; for USC, weakelements are on-campus parking and housing.
b b b b b b b b b b
3. What service industryhas impressed you the most with its innovativeness?
b b b b b b b b b b
Our vote goes to cruise lines which have introduced such onboard innovations as wave machines
b b b b b b b b b b b b b b
for belly boarding and rock climbing walls, as well as all sorts of other amenities tokeep cruisers
b b b b b b b b b b b b b b b b b b
involved. The industry is doing record business as well.
b b b b b b b b b
Some of the standout companies in less innovative industries are Bank of America (has a formalized
b b b b b b b b b b b b b b b
research program to try out new customer services/amenities such as video screensin next to teller
b b b b b b b b b b b b b b b b
lines), Intuit (e.g., putting Quicken money management software online), Ikea,JetBlue Airlines, and
b b b b b b b b b b b b b
Progressive Insurance (discussed later inthe book).
b b b b b b b
4. What is product-service bundling and what are the benefits to customers?
b b b b b b b b b b
Product-service bundling is adding Value-added services to a firm’s product offerings to create b b b b b b b b b b b b
more value for the customer. This provides benefits in two areas. First, this differentiates the
b b b b b b b b b b b b b b b
organization from the competition. Secondly, these services tie customers to the organizationin a
b b b b b b b b b b b b b b
positive way. Alternatively, bundling can also involve adding products to a service, for example,
b b b b b b b b b b b b b b
adding the sale of convenience items and snacks at a hotel.
b b b b b b b b b b b
5. What is the difference between aservice and a good? b b b b b b b b b
A service is an intangible process (you can’t hold it in your hands), while a good is the physicaloutput
b b b b b b b b b b b b b b b b b b b
of a process.
b b b
6. Look at the job postings at http://www.indeed.com and evaluate the opportunities for an
b b b b b b b b b b b b
OSM major with several years of experience.
b b b b b b b
1-4
