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Solution Manual For Operations Management Processes and Supply Chains, 14th Edition by Lee J. Krajewski Manoj Malhotra Chapter 1-15 Suppliment(A - k)

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Solution Manual For Operations Management Processes and Supply Chains, 14th Edition by Lee J. Krajewski Manoj Malhotra Chapter 1-15 Suppliment(A,B,C,D,E,F,G,H,I,J& k)

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solution manual for operations management processe

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Solution Manual For
by Dr. M. Khurrum S.
Bhutta

Operations Management
Fourteenth Edition

Lee J. Krajewski
Manoj K. Malhotra

Copyright © 2025 Pearson Education, Inc.

,Chapter

Using Operations to Create Value
1
DISCUSSION QUESTIONS

1. Answering this question demonstrates that processes
underlie all of our jobs. What might be surprising is how
many students would put their job in the category of
―other,‖ suggesting that many jobs do not fall neatly into
any one functional area. Perhaps many in the ―other‖
category might best be called ―operations‖ on further
reflection. Customers, both internal and external, are
part of each process, and the goal is to manage the
processes to add the most value for them.

2. The hospital’s commitment to provide attention to patients
arriving to the emergency unit in less than 15 minutes and
never to turn away patients who need to be hospitalized
implies that the facility must be designed to have extra
capacity in both beds and emergency room facilities. It
must plan on having extra personnel in the emergency room
and also plan on having additional emergency personnel on
call to take care of unprecedented heavy loads. In line
with the mission statement, maximum utilization of the
facilities (i.e., beds and emergency room personnel) would
not be one of the performance objectives for the hospital.

3. Core processes should link to a firm’s core
competencies. Core processes are those processes that
provide the firm the best competitive advantage.
Essential to the definition a firm’s core processes is
the concept of ―interaction costs.‖ These costs include
the time and money that are expended whenever people and
companies exchange services, products, or ideas. If the
transaction costs are higher to retain a process within
the firm’s organization than to outsource the process,
the process should be outsourced.

PROBLEMS

Trends and Challenges in Operations Management

1. Boehring University
Copyright © 2025 Pearson Education, Inc.

, a. Value of output:
students credit-hours  $200 tuition  $100 state support 
75 3    $67,500 class
class student  credit-hours 

Value of input: labor + material + overhead
 $25 
$6500    75 students   $30, 000
 student   $38,375 class
class
Multifactor Productivity ratio:
Output $67,500
Productivity    1.76
Input $38,375
Compared to Solved problem 1, multifactor
productivity has increased from 1.25 to 1.76.
b. Value of output is the same as in part a: $67,500 class
Labor-hours of input:
hours weeks hours
20  16  320
week class class
Productivity ratio:
Output $67,500
Labor Productivity    $210.94 hour
Input 320 hours
The $192 season ticket price is not used in this
calculation. It is a ―red herring.‖

2. Suds and Duds Laundry
a. Labor productivity
Number of Input Output Output/Input
Week Workers (Labor- (Shirts) Ratio
hours)
1 2 24 68 2.83
shirts/
hour
2 2 46 130 2.83
shirts/
hour
3 3 62 152 2.45
shirts/
hour
4 3 51 125 2.45
shirts/
hour
5 2 45 131 2.91
shirts/
hour

Copyright © 2025 Pearson Education, Inc.

, b. Output per person does not vary much whether it is Sud,
Dud, or Jud working. Productivity declines when all
three are present. Perhaps there isn’t enough work to
keep three persons occupied, or perhaps there is not
enough work space or equipment to accommodate three
workers.

Copyright © 2025 Pearson Education, Inc.

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Exam (elaborations)

Solution Manual For Operations Management Processes and Supply Chains, 14th Edition by Lee J. Krajewski Manoj Malhotra Chapter 1-15 Suppliment(A - k)

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