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