Operations Management 8th Edition Nigel Slack , Alistair Brandon Jones , Robert Johnston - Solutions

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1 Why is NPD considered to be ‘an economically important activity’?
Identify the role of intellectual property as a source of ideas and a means of protection.
Describe current best practice in NPD
Identify what constitutes good design
Describe the activities associated with NPD
Explain how NPD contributes to organizational competitiveness
Define NPD and
3 Why is there still conflict between business and operations strategies?
2 Why is it vital for operations and marketing to understand each other’s roles within the firm?
1 From the above case, why is it so important that the Chief Executive Officer really understands operations management?
How can opportunities be exploited quickly and how can threats be warded off?
Should it outsource any current activities, and if so why, where and how?
What does it do best?
What business is the firm really in?
4 List six examples of both craft and mass production.
3 List three household products and describe how elements of both manufacturing and service have played a part in the purchase of these items.
2 List five firms, and then examine how they line up within Chase’s manufacturing/service continuum.
1 Describe how the input/output/feedback model can be used in each of the following:a. A universityb. A hospitalc. A car plant.
Explain how operations managers bring together different contributions to satisfy customers.
Show how operations management is relevant to organizations, managers and individuals
Describe the role of operations in different sorts of organizations
Introduce you to the key concepts and ideas that this book will cover.After reading this chapter, you will be able to:
Explore the history and context today of operations management
Define operations, operations management, and operations managers
=+6 Identify your favourite sporting team (or if you are not a sporting person, choose any team you have heard of). What kind of projects do you think they need to manage? For example, merchandising, sponsorship, etc. What do you think are the key issues in making a success of managing each of
=+ (d) Looking back, how could you have managed the project better?
=+ (c) Were there any resource constraints?
=+ (b) What was the overall project objective (especially in terms of the relative importance of cost, quality and time)?
=+ (a) Who were the stakeholders in this project?
=+ 5 Identify a project of which you have been part (for example, moving apartments, a holiday, dramatic production, revision for an examination, etc.).
=+ 4 In the previous problem, if the whole project launch operation is to be completed as rapidly as possible, what activities must be completed by the end of week 16?
=+ 3 In the problem above, if the sales manager cannot be hired for 3 weeks, how will that affect the total project?
=+ (c) How long could one delay selecting the advertising agency?
=+ (b) If the company hire trained salespeople who do not need further training, could the product be introduced 7 weeks earlier?
=+ (a) What is the earliest time that the new product can be introduced to the market?
=+ 2 A business is launching a new product. The launch will require a number of related activities as follows – hire a sales manager (5 weeks), require the sales manager to recruit salespeople (4 weeks), train the salespeople (7 weeks), select an advertising agency (2 weeks), plan an advertising
=+1 The activities, their durations and precedences for designing, writing and installing a bespoke computer database are shown in Table 19.7 . Draw a gantt chart and a network diagram for the project and calculate the fastest time in which the operation might be completed.
=+ 3 What can the team do about these dangers and difficulties?
=+ 2 What are the major dangers and difficulties that will be faced by the development team as it manages the projects towards its completion?
=+1 Who do you think should manage the Laz-skan development project?
=+● If you do not think you will be able to win them around, how will you manage their opposition?
=+● If they are not likely to be positive, what will win them around to support the project?
=+● Who influences their opinions? Do some of these influencers therefore become important stakeholders in their own right?
=+● What is their current opinion of the project?
=+● What is the best way of communicating with them?
=+● What information do they need?
=+● What motivates them most of all?
=+● What financial or emotional interest do they have in the outcome of the project? Is it positive or negative?
=+❯ How are projects controlled?
=+ 6 review your own (and your friends’) approach to protecting against malicious data theft.What is the biggest risk that you/they face?
=+What could it do to improve its failure detection processes?
=+ 5 in terms of its effectiveness at managing the learning process, how does a university detect failures?
=+ 4 For the product-testing example in Problem 2, what is the mean time between failures (MTBF)for the products?
=+ 3 an automatic testing process takes samples of ore from mining companies and subjects them to four sequential tests. The reliability of the four different test machines that perform the tasks is different. The first test machine has a reliability of 0.99, the second has a reliability of 0.92,
=+ 2 ‘ We have a test bank where we test batches of 100 of our products continuously for 7 days and nights. This week only 3 failed, the first after 10 hours, the second after 72 hours, and the third after 1,020 hours. ’ What is the failure rate in percentage terms and in time terms for this
=+1 conduct a survey amongst colleagues, friends and acquaintances of how they cope with the possibility that their computers might ‘fail’, either in terms of ceasing to operate effectively, or in losing data. Discuss how the concept of redundancy applies in such failure.
=+ 2 What control problems did SIS encounter in implementing this strategy (pre and post investigation)?
=+ 8 Many organizations check up on their own level of quality by using ‘mystery shoppers’. This involves an employee of the company acting out the role of a customer and recording how the employee is treated by the operation. Choose two or three high-visibility operations (for example, a
=+(c) How could each of these quality characteristics be measured?
=+(b) How could each of these quality characteristics be specified?
=+(a) Identify the important quality characteristics for these two products.
=+ 7 Find two products, one a manufactured food item (for example, a pack of breakfast cereals, packet of biscuits, etc.) and the other a domestic electrical item (for example, electric toaster, coffee maker, etc.):
=+ 6 A utility has a department which does nothing but change the addresses of customers on the company’s information systems when customers move house. The process is deemed to be in control at the moment and a random sample of 2,000 transactions shows that 2.5 per cent of these transactions had
=+ 5 A vaccine production company has invested in an automatic tester to monitor the impurity levels in its vaccines. Previously all testing was done by hand on a sample of batches of serum. According to the company’s specifications, all vaccine must have impurity levels of less than 0.03
=+ 4 In the above call centre, if the mean call length changes to 3.2 minutes and the standard deviation to 0.9 minutes, how does this affect the Cp and Cpk ? Do you think this is an appropriate way for the bank to monitor its call centre performance?
=+ 3 A call centre for a bank answers customers’ queries about their loan arrangements. All calls are automatically timed by the call centre’s information system and the mean and standard deviation of call lengths are monitored periodically. The bank has decided that only on very rare occasions
=+ 2 What could be done to minimize the chances of the kind of errors described in the ‘Operations in practice’ case on ‘fat finger syndrome’?
=+Reread the ‘Operations in practice’ case towards the beginning of the chapter that describes TNT, Victorinox and the Four Seasons Hotel. For each organization:(a) describe how quality is defined;(b) identify why quality is so important for them;(c) describe the main activities that have an
=+ 3 SPC is an operational-level technique of ensuring quality conformance. How many of the benefits of bringing the plant under control would you class as strategic?
=+how the plant survived because of its adoption of quality-based principles?
=+1 What are the most significant events in the story of
=+What is implied by the progression of the company’s three initiatives from ‘total customer satisfaction’ to ‘total customer delight’ to ‘bridging the gap’?
=+ 4 Ruggo Carpets encourages continuous improvement based around the ‘drive for customer focus’. The company’s total quality process has graduated from ‘total customer satisfaction’ to‘total customer delight’, to its present form – ‘bridging the gap’, which is effectively a
=+ 3 Think back to the last product or service failure that caused you some degree of inconvenience. Draw a cause–effect diagram that identifies all the main causes of why the failure could have occurred. Try and identify the frequency with which such causes happen. This could be done by talking
=+(b) What is your opinion of the alleged abuse of the ‘no-questions-asked’ returns policy adopted by Printospeed?
=+(a) Draw a cause–effect diagram that includes both the possible causes mentioned, and any other possible causes that you think worth investigating.
=+‘no-questions-asked’ returns policy. Empty toner cartridges were being sent to unauthorized refilling companies who would sell the refilled cartridges at reduced prices. Some cartridges were being refilled up to five times and were understandably wearing out. Furthermore, the toner in the
=+The Printospeed laser printer company was proud of its reputation for high-quality products and services. Because of this it was especially concerned with the problems that it was having with its customers returning defective toner cartridges. About 2,000 of these were being returned every
=+ (b) How much time per (five-day) week should she expect to be saved from having to listen to a babbling halfwit?Table 16.2 Sophie’s journey times (in minutes)Day Leaving time Journey time Day Leaving time Journey time Day Leaving time Journey time 1 7.15 19 6 8.45 40 11 8.35 46 2 8.15 40 7
=+ (a) Draw a scatter diagram that will help Sophie decide on the best time to leave her apartment.
=+Sophie deliberately varied her time of departure from her usual 8.30. Also, being an organized soul, she recorded her time of departure each day and her journey time. Her records are shown in Table 16.2 .
=+Sophie was sick of her daily commute. ‘Why’, she thought, ‘should I have to spend so much time in a morning stuck in traffic listening to some babbling halfwit on the radio? We can work flexi-time after all. Perhaps I should leave the apartment at some other time?’ So resolved,
=+ 4 What could be the biggest challenges to the NLB’s improvement activities in the future?
=+ 3 Why, do you think, has the improvement process become more systematic over the years?
=+ 2 Where did the ideas for improvement originate? And how did the NLB encourage improvement ideas?
=+1 How would the culture of the NLB have changed in order for it to make such improvements?
=+Consider how set-up reduction principles can be used on the following:(a) Changing a tyre at the side of the road (following a puncture).(b) Cleaning out an aircraft and preparing it for the next flight between its inbound flight landing and disembarking its passengers, and the same aircraft
=+ 5 revisit the ‘operations in practice’ case in the chapter (and any other source of information about the toyota production system) and (a) list all the different techniques and practices which toyota adopts, and (b) state how the operations objectives (quality, speed, dependability,
=+ 3 in the problem above, the operations manager in charge of the process reallocates the work at each stage to improve the ‘balance’ of the process. now each stage has an average of 64 minutes of work. also, the work-in-progress in front of stages B, C and D is 75, 80 and 82 units
=+ (b) What is the throughput efficiency of the process?
=+ 2 a simple process has four stages:a, B, C and D. the average amount of work needed to process items passing through these stages is as follows: stage a = 68 minutes, stage B = 55 minutes, stage C = 72 minutes and stage D = 60 minutes. a spot check on the workin-progress between each stage
=+What do you think they might be?
=+ 4 Denize cannot see the benefits of Fredrik’s proposal.
=+Why do you think this might be?
=+ 3 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.
=+❯ how does lean compare with other approaches?
=+❯ What is lean?
=+ (b) if erP is already in use, what advantages and disadvantages are already apparent to the staff (for example, ask a lecturer, an administrator and a support services manager, such as someone who runs cleaning or catering services).
=+ (a) if erP is not already in use at your chosen organization, should it be introduced, and if so why? What would the difficulties be in doing this, and how could they be overcome?
=+ 4 (Advanced) Working in a small study group, construct a model of the information systems that you think would be needed to plan and control the most important day-to-day operations and finances of a large university or college. in particular, identify and include at least three processes that

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Operations Management 8th Edition Nigel Slack , Alistair Brandon Jones , Robert Johnston - Solutions

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