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Solutions for Operations Management, 7th Canadian Edition Stevenson (All Chapters included)
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Complete Solutions Manual for Operations Management, 7th Canadian Edition by William Stevenson, Hydeh Mottaghi, Behrouz Bakhtiari ; ISBN13: 9781260326871. (Full Chapters included Chapter 1 to 18). mini cases and excel solutions included... 1. Introduction to Operations Management. 2. Competitiven...

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  • December 12, 2023
  • 750
  • 2021/2022
  • Exam (elaborations)
  • Questions & answers

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Operations Management
7th Canadian Edition
by William Stevenson


Complete Chapter Solutions Manual
are included (Ch 1 to 18)


** Immediate Download
** Swift Response
** All Chapters included
** Excel files included

, CHAPTER 1
INTRODUCTION TO OPERATIONS MANAGEMENT

Teaching Notes
The initial meeting with the class (the first chapter) is primarily to overview the course (and textbook), and
to introduce the instructor and his/her interest in Operations Management (OM). The course outline
(syllabus), the objectives of the course and topics, chapters, and pages of text covered in the course, as well
as problems/mini-cases to be done in class, videos to watch, Excel worksheets to use, etc. are announced
to the class.

Many students may know little about OM and the types of jobs available. This point can be addressed in
order to generate enthusiasm for the course. The Learning Objectives at the beginning of the chapter
indicate the highlights of the chapter.



Answers to Discussion and Review Questions
1. Operations management is the management of processes (i.e., the sequence of activities and
resources) that create goods and/or provide services.

2. Production/operations planner/scheduler/controller, demand planner (forecaster), quality
specialist, logistics coordinator, purchasing agent/buyer, supply chain manager, materials planner,
inventory clerk/manager, production/operations manager.

3. a. Because a large % of a company’s expenses occur in operations, e.g., purchasing
materials and workforce salaries, more efficient operations can result in large increases in
profits.
b. A number of management jobs are in OM.
c. Activities in all other areas of any organization are all interrelated with OM.
d. Operations innovations lead to marketplace and strategic benefits.

4. The three major functions of organizations are operations, finance, and marketing. Operations is
concerned with the creation of goods and services identified by marketing, finance is concerned
with provision of funds necessary for operations and investment of extra funds, and marketing is
concerned with promoting and/or selling goods or services.

5. The operations function consists of all activities that are directly related to producing goods or
providing services. It adds value during the transformation process (the difference between the
cost of inputs and price of outputs). An operations manager manages the transformation function.
He/she is responsible for planning and using the resources (labour, machines, and materials). The
kind of work that operations managers do varies from organization to organization (largely
because of the different goods or services involved). For example, a store/restaurant manager is in
effect an operations manager. See Table 1-4 for examples of typical activities performed by
operations managers.

6. Design decisions are usually strategic and long term (1–5 years or so ahead), whereas planning
and control decisions are shorter term. In particular, planning decisions are tactical and medium
term (1–12 months or so ahead), and control decisions (including scheduling and execution) are


Instructor’s Manual, Chapter 1 1-1

, short term (1–12 weeks or so ahead). Design involves decisions that relate to goods and service
design, capacity, acquisition of equipment, arrangement of departments, and location of facilities.
Planning/control activities involve management of personnel, quality control/assurance,
inventory planning and control, production planning, and scheduling.

7. Important differences between producing goods and performing services are:
(1) Customer contact, use of inventories, and demand variability
(2) Uniformity of input
(3) Labour content of jobs
(4) Uniformity of output
(5) Measurement of productivity
(6) Quality Assurance

8. Answers might vary for each student. Examples include Teaching, personal services such as
haircut, lawn mowing, maid service, and car wash. The customer or something belonging to the
customer is being transformed.

9.
• dealing with labour difficulties, solving personnel problems, solving management
problems, solving technical problems
• making OM decisions, including general management decisions (planning, organizing,
controlling, and directing)
• innovating, personal initiatives, improving productivity
• representing operations in upper management

10. a. The Industrial Revolution began in the 1770s in England and spread to the rest of Europe and
North America in the late eighteenth century and the early nineteenth century. A number of
inventions such as the steam engine, the spinning jenny, and the power loom helped to bring
about this change. Later machines made of iron were built. Two concepts assisted in large-
scale production: division of labour and interchangeable parts. Despite the major changes that
were taking place, management theory and practice had not progressed much from early days.
What was needed was a systematic approach to management.

b. Frederick W. Taylor spearheaded the scientific management more than a century ago. The
science of management movement was based on observation, measurement, analysis,
improvement of work methods, and economic incentives. He also published a book titled The
Principles of Scientific Management in 1911. Other pioneers who contributed to scientific
management include Frank Gilbreth, often referred to as the father of time and motion study,
and his wife Lillian Gilbreth, and Henry Gantt.

c. An interchangeable part is a part made to such precision that all units of the part would fit any
particular product it is made for. It meant that individual parts would not have to be custom-
made (they were standardized). The standardized parts could also be used as replacement
parts. The result was a tremendous decrease in assembly time and cost.




1-2 Operations Management, 7/C/e

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