Solutions for Total Manufacturing Assurance, 2nd Edition Brauer (All Chapters included)
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Course
CRMA - Certification in Risk Management Assurance
Institution
CRMA - Certification In Risk Management Assurance
Complete Solutions Manual for Total Manufacturing Assurance, 2nd Edition by Douglas Brauer, John Cesarone ; ISBN13: 9780357717417. (Full Chapters included Chapter 1 to 13)....1. The World of Manufacturing. 2. Total Manufacturing Assurance. 3. Strategic Operations. 4. Innovation and Technology Trans...
Complete Chapter Solutions Manual
are included (Ch 1 to 13)
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** All Chapters included
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Chapter 1 The World of Manufacturing……no questions
Chapter 2 Total Manufacturing Assurance …..no questions
Chapter 3 Strategic Operations
Questions
1. Identify a broad range of topics that could be addressed in a business strategic plan.
The plan could include such topics as marketing, management, finance, design
constraints, manufacturing plans, research requirements, and value chains.
2. Business strategic plans typically begin with a mission statement. Develop a concise,
explicit mission statement for your area of concern.
The mission statement explicitly defines what it is the organization does; its
“marching orders,” such as “deliver world class logistics support to partners in the
public and private sector.”
Have students develop a mission statement regarding their primary focus (e.g.,
school, work, family, etc.)
3. Identify the external and internal issues impacting your corporation or current activity.
Internal issues could include your current strengths and weaknesses, financial
situation, product catalog, and management structure. External issues could
include your competition, your customers, the dynamics of your marketplace, and
the regulatory environment in which you are operating.
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4. Discuss the significance that environmental issues might have for some corporations in
strategy formulation.
This question can be answered in at least two ways: if we take “environmental” to
mean ecology, pollution, and the health and safety of the planet, the issues
involved would primarily include constraints put on our operations to remain
legally and ethically in compliance with sound environmental practices. On the
other hand, “environment” could also refer to the business climate, the political
climate, and the attitudes and preferences of our customer base, and how they will
form constraints in other areas. Both interpretations are valid, and both are
important.
5. Discuss the differences between tactical and strategic planning.
Generally, tactical planning implies methods of short-term decision making, and
is primarily reactive to the changing situation at any given moment. On the other
hand, strategic planning is more about long-term decision making, and is
proactive based on where the organization wants to be going.
6. What is the difference between vision and mission?
The short answer is that mission is about what we do, and vision is about where
we want to be in the future. Another way to look at it is to associate our mission
with our tactics, and our vision with our strategies. Mission is operational; vision
is aspirational. Feel free to come up with useful distinctions based on your own
organization’s mission and vision statements.
7. How does project management interface with the strategic plan?
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