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hotel operations management
Operations Management Creating Value Along The Supply Chain 6th Edition Roberta Russell, Bernard W Taylor - Solutions
17-11. What three functions are typically performed by a produc-tion control department?
17-10. Describe the process of loading and load leveling. What quantitative techniques are available to help in this process?
17-9. How do scheduling activities differ for projects, mass pro-duction, and process industries?
17-8. What quantitative techniques are available to help develop employee schedules? What quantitative techniques are available for advanced planning and scheduling systems?
17-7. Discuss the similarities and differences between theory of constraints and lean production.
17-6. How does theory of constraints differ from traditional sched-uling? How should bottleneck resources and nonbottleneck resources be scheduled? Why should transfer batches and process batches be treated differently?
17-5. What information is provided by the critical ratio sequenc-ing rule? How does it differ from SLACK?
17-4. Explain the drum-buffer-rope concept.
17-3. Explain the difference between infinite and finite scheduling.
17-2. How are work packages, hot lists, and exception reports used in a job shop?
17-1. Explain the concept behind input/output control. Describe how gateway work centers, downstream work centers, and backlogs affect shop performance.
16-30. Suggest several ways that lean requirements can be made easier for suppliers.
16-29. Why is worker involvement important to kaizen? Find the Kaizen Institute on the Web and walk through the site.Summarize what you learned.
16-28. Lean has been applied extensively in the automobile indus-try. Report on other industries who use lean production.
16-27. How can a balance be struck between the cost of break-down maintenance and the cost of preventive maintenance?
16-26. Why do large-lot sizes not work well with pull systems?
16-25. Explain the principles of SMED. What does SMED try to achieve?
16-24. How are the kanban system and the reorder point system similar? How are they different?
16-23. Why are small-lot sizes not as effective in a push system?
16-22. Explain how lean and concern for the environment are related.
16-21. What are the advantages of mixed-model sequencing?
16-20. How are lean production and quality related? What is Lean Six Sigma?
16-19. Why are flexible resources essential to lean production?
16-18. What is the purpose of lean production?
16-17. What are the advantages of small-lot sizes?
16-16. Differentiate between a push and a pull production system.
16-15. How are suppliers affected by lean production?
16-14. In what type of environment is lean production most successful?
16-13. What are some typical benefits from implementing lean?
16-12. What is lean consumption? Give an example.
16-11. How was the concept of kanban developed from the two-bin inventory system?
16-10. Why is uniform production important to lean? How is it achieved?
16-9. Preventive maintenance can be viewed as the process of maintaining the "health" of a machine. Using health care as an analogy, explain the differences and tradeoffs between breakdown maintenance, preventive maintenance, and total productive maintenance.
16-8. Give examples of lean services.
16-7. What is a poka-yoke? Give an example.
16-6.How did lean production evolve into a system of continu-ous improvement?
16-5. Give examples of visual control. How does visual control affect quality?
16-4. What role does the equipment operator play in TPM?
16-3. Describe how the following kanbans operate:a. Production and withdrawal kanbansb. Kanban squaresc. Signal kanbans.d. Material kanbanse. Supplier kanbans
16-2. What does a cellular layout contribute to lean production?
16-1. Explain the concept of total productive maintenance (TPM).
15-22. Describe the MRP process, including netting, explosion, lot sizing and time phasing.
15-21, Discuss the scope of ERP and difficulties in implementation.
15-20. What type of information is included in the item master file?
15-19. What are the capabilities of supply chain management software? How do ERP and SCM relate?
15-18. Access the Web site of an ERP vendor such as Oracle, SAP, Infors, i2 Technologies or QAD. Make a list of the modules available. Choose one module to describe in detail.
15-17. Describe how the ERP systems from two different compa-nies can converse,
15-16. What is product lifecycle management (PLM)? How does it relate to other business software?
15-15. What are the capabilities of customer relationship manage-ment (CRM) software? How do ERP and CRM relate?
15-14. Describe cycle counting. How does it improve inventory performance?
15-13. What are the inputs to capacity requirements planning?Discuss several alternatives for leveling the load on a facility
15-12. Compare the ERP/CRM/SCM offerings of two different software vendors.
15-11. What is the purpose of phantom bills, K-bills, and modular bills of material?
15-10. From articles in recent business magazines, describe the newest trends in e-business software.
15-9. Explain with an example the difference between dependent and independent demand.
15-8. Describe a production environment in which MRP would be useful. Describe a production environment in which MRP would not be useful.
15-7. While there are numerous ERP software vendors, the two largest are SAP and Oracle, Find out how these two compa-nies compete, and compare their customers and product offerings.
15-6. Explain how MRP could be applied to (a) the surgery suite of a hospital. (b) scheduling university classes, (c) a chain of restaurants, and (d) hotel renovations.
15-5. How does MRP differ from ERP? Find a description of an MRP module from a software vendor.
15-4. Interview managers at three companies in your area about their use of ERP. How have their experiences been similar?What accounts for the similarities and differences?
15-3. What are the objectives, inputs, and outputs of an MRP system ??
15-1. APICS is a professional organization for operations man-agement. Find out if there is a local APICS chapter in your area. Attend a meeting and write a summary of the speaker's comments.
$14-7. Describe the steps one should follow in formulating a linear programming model.
S14-4. What are the benefits and limitations of the graphical method for solving linear programming problems?
S14-3. Why does the coefficient of a slack variable equal zero in the objective function?
S14-2. Summarize the steps for solving a linear programming model graphically.
S14-1. What constitutes the feasible solution area on the graph of a linear programming model?
14-6. List several alternatives for adjusting capacity. List several alternatives for managing demand.
14-5. Explain the process of collaborative planning. How is available-to-promise involved?
14-4.What does yield management entail? What types of busi-nesses, besides hotels and airlines, would benefit from yield management? As a consumer, how do you view the practice?
14-3. How is the aggregate planning process different when used for services rather than for manufacturing?
14-2. Identify several industries that have highly variable demand patterns. Explore how they adjust capacity.
14-1. Discuss the advantages and disadvantages of using part-time workers, subcontracting work, and building up inven-tory as strategies for meeting demand.
$13-3. What type of information for decision making does simu- lation typically provide?
S13-2. Explain what the Monte Carlo technique is and how ran- dom numbers are used in a Monte Carlo process.
$13-1. How are steady-state results achieved in a simulation?
13-13. How must the application of the basic EOQ model be altered in order to reflect quantity discounts?
13-12. Explain in general terms how a safety stock level is deter-mined using customer service level.
13-10. Explain how the order quantity is determined using the basic EOQ model
13-9. Identify the two basic decisions addressed by inventory management and discuss why the responses to these decisions differ for continuous and periodic inventory systems.
13-7. How are the reorder point and lead time related in inven-tory analysis?
13-3. In the production quantity EOQ model, what would be the effect of the production rate becoming increasingly large as the demand rate became increasingly small, until the ratio d/p was negligible?
13-1. What are the assumptions of the basic EOQ model, and to what extent do they limit the usefulness of the model?
12-22. Discuss the role of forecasting in supply chain management.
12-18. Selecting from MAD, MAPD. MSE, E, and E, which mea-sure of forecast accuracy do you consider superior? Why?
12-16. List some of the operations and functions in a company that are dependent on a forecast for product demand.
12-15. What is the difference between a trend and a cycle and a seasonal pattern?
12-14. Describe how a forecast is monitored to detect bias.
12-13. What is the difference between quantitative forecast meth-ods and qualitative forecast methods?
12-12. What kinds of forecasting methods are used for long-range strategic planning?
12-11. How does adjusted exponential smoothing differ from exponential smoothing ??
12-10. Explain the relationship between the use of a tracking sig-nal and statistical control limits for forecast control.
12-9. Of the time series models presented in this chapter, including the moving average and weighted moving average, exponen-tial smoothing and adjusted exponential smoothing, and lin-ear trend line, which one do you consider the best? Why?
12-8. What advantages does adjusted exponential smoothing have over a linear trend line for forecasted demand that exhibits a trend?
12-7. How is the moving average method similar to exponential smoothing?
12-6. A company that produces video equipment, including video cameras and televisions, is attempting to forecast what new products and product innovations might be technologically feasible and that customers might demand 10 years into the future. Speculate on what type of qualitative methods it
12-5. What effect on the exponential smoothing model will increasing the smoothing constant have?
12-4. In the chapter examples for time series methods, the start-ing forecast was always assumed to be the same as actual demand in the first period. Suggest other ways that the starting forecast might be derived in actual use.
12-3. Discuss the relationship between forecasting and quality management.
12-2. Describe the difference between short- and long-range forecasts.
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