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business
business process management
Operations And Process Management 6th Edition Nigel Slack, Alistair Brandon-Jones - Solutions
Do all operations and process managers see performance improvement as an integral part of their job!
Is the importance of performance improvement fully recognised within the operation!
Go back to Chapter 10 and re-read the description of the theory of constraints (TOC).Now consider the similarities and differences between TOC and lean synchronisation in terms of their overall objectives, measures of effectiveness, improvement methods and implementation.
Examine the value-added versus non-value-added times for some other services. For example:a) Handing-in an assignment for marking if you are currently studying for a qualification(the typical elapsed time between handing the assignment in and receiving it back with comments). How much of this
An insurance underwriting process consists of the following separate stages:What is the ‘value-added’ percentage for the process! (Hint: use Little’s Law to work out how long applications have to wait at each stage before they are processed. Little’s Law is covered in Chapter 6.) Stage
Consider this record of an ordinary flight: ‘Breakfast was a little rushed but left the house at 6.15. Had to return a few minutes later, forgot my passport. Managed to find it and leave(again) by 6.30. Arrived at the airport 7.00, dropped Angela off with bags at terminal and went to the
Re-examine the description of the Toyota Production System at the beginning of the chapter.a) List all the different techniques and practices that Toyota adopts. Which of these would you call lean philosophies and which are lean techniques!b) How are operations objectives (quality, speed,
Are any benefits from scrapping the waiting room in the clinic worth the underutilisation of the four consulting rooms that Fredrik envisages creating!
Denize cannot see the benefits of Fredrik’s proposal.What do you think they might be!
On the St Bridget’s website there are several references to its ‘Quality Care’ programme, but none to its lean initiatives, even though lean is regarded as important by most clinicians and administrators in the hospital. Why do you think this might be!
Do you think that PÀr Solberg is right in thinking that there is a limit to how far a hospital can go in adopting lean ideas!
What benefits did St Bridget’s get from adopting first a continuous improvement and then a lean approach!
Has the possibility of blending push (such as MRP) and pull (such as lean synchronisation) been considered!
Is the concept of lean synchronisation applied throughout the supply network!
Are the various techniques used to promote lean synchronisation understood and practised!
Are the ideas of continuous improvement understood and used in practice!
Does the culture of the organisation encourage the involvement of all people in the organisation in the improvement process!
Are capacity utilisation performance measures likely to prove a barrier to achieving lean synchronisation!
How much waste is caused because of variability (especially of quality) within the operation’s processes!
How much waste is caused because of inflexibility in the operation’s processes!
How much inventory (products, customers and information) is building up because of inexact supply!
Can the flow of items through processes be made more regular!
Is the extent of waste within operations and processes fully understood!
Notwithstanding that the idea derives from manufacturing operations, have the principles been considered for non-manufacturing processes within the business!
Are the benefits of attempting to achieve lean synchronisation well understood within the business!
Think through the following three brief examples. What type of control (according to Figure 10.12) do you think each one warrants!a) The Games Delivery Authority (GDA) was a public body responsible for developing and building the new venues and infrastructure for the ‘International Games’ and
Read the following descriptions of two cinemas.Kinepolis in Brussels is one of the largest cinema complexes in the world, with 28 screens, a total of 8,000 seats, and four showings of each film every day. It is equipped with the latest projection technology. All the film performances are scheduled
It takes six hours for a contract laundry to wash, dry and press (in that order) a batch of overalls. It takes 3 hours to wash the batch, 2 hours to dry it, and 1 hour to press it. Usually each day’s batch is collected and ready for processing at 8.00 a.m. and needs to be picked up at 4.00 p.m.
It is week 35 of a busy year at Ashby Architects and Jo Ashby is facing a big problem. Both of her junior partners have been diagnosed with a serious illness contracted on a trip to scope out a prospective job in Lichtenstein. So Jo has to step in and complete the outstanding jobs that were being
Mark Key is an events coordinator for a small company. Returning from his annual holiday in France, he is given six events to plan in September. He gives them the codes A–F. He needs to decide upon the sequence in which to plan the events and wants to minimise the average time the jobs are tied
What do you see as the advantages and disadvantages of allowing direct customer reservations!
Why is the valeting facility such a bottleneck when there should be plenty of capacity!
How should Diya make a decision about keeping ‘emergency stocks’ of parts for which delivery times are uncertain!
Is Dan right to be concerned that the workshop’s utilisation is only 83 per cent!
The schedule in Figure 10.14 indicates that (a) the more predictable jobs tend to be loaded earlier in the day, and(b) technicians are allocated different types of job. If these two assumptions are true, do they seem sensible!
If not, have bottlenecks been identified and their effect on the smooth flow of items through the operation been evaluated!
Are bottlenecks accounted for in the way planning and control decisions are made!
If so, have the possibilities of web integration and supply chain scope been investigated!
Have the advantages and disadvantages of moving to a sophisticated (but expensive!) ERP system been investigated!
How well is resource planning and control information integrated!
Is the balance between human and automated decision-making understood and appropriate for the circumstances!
Does the system perform basic planning and control calculations in an appropriate and realistic manner!
Does the planning and control system interface with suppliers so as to promote a supplier experience that is in your long-term interests!
Does the system interface with customers so as to encourage a positive customer experience!
Have any recent failures in planning and control been used to reconsider how the planning and control system operates!
Is appropriate effort devoted to planning and controlling the operation’s resources and activities!
Most countries have blood collection and distribution services that collect from donors, process the blood by either breaking it down into its constituent parts or keeping it whole, and transporting the blood from collection centres to hospitals in response to both routine and emergency requests.a)
‘Our suppliers often offer better prices if we are willing to buy in larger quantities. This creates a pressure on us to hold higher levels of stock. Therefore, to find the best quantity to order we must compare the advantages of lower prices for purchases and fewer orders with the disadvantages
A fruit-canning plant has a single line for three different fruit types. Demand for each type of tin is reasonably constant at 50,000 per month (a month has 160 production hours). The tinning process rate is 1,200 per hour, but it takes two hours to clean and reset between different runs. The cost
A local shop has a relatively stable demand for tins of sweetcorn throughout the year, with an annual total of 1,400 tins. The cost of placing an order is estimated at £15 and the annual cost of holding inventory is estimated at 25 per cent of the product’s value. The company purchases tins for
A supplier makes monthly shipments to ‘House & Garden Stores’, in average lot sizes of 200 coffee tables. The average demand for these items is 50 tables per week, and the lead time from the supplier three weeks. ‘House & Garden Stores’ must pay for inventory from the moment the supplier
What recommendations would you make to the company?
Calculate the EOQs for the A items.
Based on the sample, analyse the underlying causes of the availability problem described in the text.
Calculate the inventory weeks for each item, for each classification, and for all the items in total. Does this suggest that the Head of Operations’ estimate of inventory weeks is correct? If so, what is your estimate of the overall inventory at the end of the base year, and how much might that
Prepare a spreadsheet-based ABC analysis of usage value.
Does the inventory information system integrate all inventory decisions?
Are items controlled according to their usage value?
Are probabilistic estimates of demand and lead time used to determine safety stock levels?
Have the relative merits of continuous and periodic inventory review been assessed?
Do these use a probabilistic estimate of demand?
Have cost-minimisation methods been used to determine order quantity?
Have methods of reducing inventory in these categories been explored?
What proportion of inventory is there:– as an insurance against uncertainty?– to counteract a lack of flexibility?– to allow operations to take advantage of short-term opportunities?– to anticipate future demand?– to reduce overall costs?– because it can increase in value?– because it
Have all the costs and negative effects of inventory been assessed?
Have all inventories been itemised and costed?
Panettone is the Italian Christmas cake, traditionally made in Milan. Now it has become popular outside its traditional Italian markets, and more than 40 million of them are consumed throughout Italy and all over the world during the holiday period. This boost in demand is good news for the big
Seasonal demand is particularly important to the greetings card industry. Mother’s Day, Father’s Day, Halloween, Valentine’s Day and other occasions have all been promoted as times to send (and buy) appropriately designed cards. Now, some card manufacturers have moved on to ‘non-occasion’
A German car manufacturer defines ‘utilisation’ as the ratio of actual output for a process to its design capacity, where design capacity is the capacity of a process as it is designed to operate. However, it knows that it is rarely possible to achieve this theoretical level of capacity, which
In a typical seven-day period, the planning department of the pizza company programs its‘Pizzamatic’ machine for 148 hours. It knows that changeovers and set-ups take eight hours and breakdowns average four hours each week. Waiting for ingredients to be delivered usually accounts for six hours,
A pizza-making company has a demand forecast for the next 12 months that is shown in the table below. The current workforce of 100 staff can produce 1,500 cases of pizzas per month.a) Prepare a production plan that keeps the output level. How much warehouse space would the company need for this
What advice would you give Sofia and how would you prioritise potential improvements?
What do you think are the key issues faced by FreshLunch and what are the underlying reasons for these issues?
Is the method of deciding period-by-period capacity levels effective? And how does it reflect previous experience?
Does the operation take a longitudinal perspective in its capacity management by examining short-term and longer-term outlooks?
Is there scope for using cumulative representations of demand and capacity for planning purposes?
What is the balance between predictable variation and unpredictable variation in demand and capacity?
Have methods of managing the ‘supply side’ using a level capacity plan, a chase (demand) capacity plan, or a combination of the two, been fully explored and assessed?
Has the operation’s base level of capacity been determined and have all factors influencing this level been considered?
Is there scope for using the overall equipment effectiveness (OEE) measure of capacity?
What capacity ‘leakage’ is normal, and have options for minimising capacity leakage been explored?
If so, are all the assumptions inherent in the measurement of capacity made fully explicit?
Is the operation’s current capacity measured?
Is it desirable to change the current demand patterns? If so, what methods have been considered to achieve this?
Has a combination of qualitative and quantitative methods been considered to maximise the quality of demand forecasts?
What potential is there for making unpredictable variability more predictable through better forecasting?
Are demand patterns fully understood over different time frames?
Are capacity management decisions coherent across different timescales?
Is the importance of effective capacity management fully understood?
Airline catering is a tough business. Meals must be of a quality that is appropriate for the class and type of flight, yet the airlines who are its customers are always looking to keep costs as low as possible. Menus must change frequently and respond promptly to customer feedback. Forecasting
Many companies devise a policy on ethical sourcing, covering such things as workplace standards and business practices, health and safety conditions, human rights, legal systems, child labour, disciplinary practices, wages and benefits, etc.a) What do you think motivates a company to draw up a
If you were the owner of a small local retail shop, what criteria would you use to select suppliers for the products that you wish to stock in your shop! Visit three shops that are local to you and ask the owners how they select their suppliers. In what way were their answers different from what
The example of the bullwhip effect shown in Table 7.4 shows how a simple 5 per cent reduction in demand at the end of a supply chain causes fluctuations that increase in severity the further back an operation is placed in the chain.a) Using the same logic and the same rules (i.e. all operations
A chain of women’s apparel retailers had all their products made by Lopez Industries, a small but high-quality garment manufacturer. They worked on the basis of two seasons:Spring/Summer and Autumn/Winter. ‘Sometimes we are left with surplus items because our designers have just got it
The COO of Super Cycles was considering her sourcing strategy. ‘I have two key questions:for each of our outsourced parts, what is the risk in the supply market, and what is the criticality of the product or service to our business?’, Four key outsourced components are shown in Table 7.5. What
If HPC were to adopt a sourcing strategy with a preference for local SMEs:(a) How might it engage effectively with local businesses to encourage bids!(b) How might it effectively configure these sourcing arrangements!(c) What approaches might it take to supplier capability development!
What other factors are affecting the decision!
How do the characteristics of different site operations services influence the sourcing decision (MNCs versus local SMEs)!
What mechanisms for reducing the bullwhip effect have been implemented!
Have technologies, such as the Internet of Things (IoT) or distributed ledger technology (DLT, also known as blockchain), been considered for adoption!
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