New Semester
Started
Get
50% OFF
Study Help!
--h --m --s
Claim Now
Question Answers
Textbooks
Find textbooks, questions and answers
Oops, something went wrong!
Change your search query and then try again
S
Books
FREE
Study Help
Expert Questions
Accounting
General Management
Mathematics
Finance
Organizational Behaviour
Law
Physics
Operating System
Management Leadership
Sociology
Programming
Marketing
Database
Computer Network
Economics
Textbooks Solutions
Accounting
Managerial Accounting
Management Leadership
Cost Accounting
Statistics
Business Law
Corporate Finance
Finance
Economics
Auditing
Tutors
Online Tutors
Find a Tutor
Hire a Tutor
Become a Tutor
AI Tutor
AI Study Planner
NEW
Sell Books
Search
Search
Sign In
Register
study help
business
hotel operations management
Operations Management 8th Edition Nigel Slack , Alistair Brandon Jones , Robert Johnston - Solutions
=+ 3 using a cookery book, choose three similar, fairly complex, recipe items such as layered and decorated gateaux (cakes) or desserts. For each, construct the indented bill of materials and identify all the different materials, sub-assemblies and final products with one set of part numbers (that
=+ (b) develop a master production schedule for all the products.
=+ 2 the mango peeler described above was a huge success. demand is now level at 800 items per week. you now have also developed two further products, a melon baller and a passion fruit pulper. Both new products use the same handle, but have their own specially designed handle and pack. demand for
=+ (c) develop a schedule indicating when and how many of each component should be ordered (your scheduler tells you that the economic order quantity, eoQ, for all parts is 2,500).
=+your company has developed a simple, but amazingly effective mango peeler. it is constructed from a blade and a supergrip handle that has a top piece and a bottom piece. the assembled mango peeler is packed in a simple recycled card pack. all the parts simply clip together and are bought in from
=+Exercise 6 How might production in our business be smoothed?
=+What are the implications of our action?
=+Exercise 5 If we decided that our first task was to reduce inventory costs by 15 per cent, what action would we recommend?
=+Exercise 4 Over the time period of the exercise, what effect would the imposition of a safety lead time have on average inventory value?
=+Based on the first two exercises, create another set of MRP records, this time allowing one week’s safety lead time for each item: that is, ensuring the items are in stock the week prior to when they are required.
=+(c) What alternatives are there that the company could take to solve any problems? What are their relative merits?
=+(b) List any problems that the completed MRP records identify.
=+Do you think he should now fully understand MRP?
=+2 Perform all the exercises which Peter set for himself.
=+Estimate the annual usage value and average inventory level (or value) and space occupied by 20 representative items of food used within your household, or that of your family. Using Pareto analysis, categorize this into usage value groups (for example, A, B, C), and calculate the average stock
=+2 Jollyfrighteningmasks.com is an Internet supplier of uncannily realistic masks. One of its most profitable lines is the ‘Zombie’. Demand for this product is 15,000 per year, the cost of holding the product is estimated to be €25 per year and the cost of placing an order €75. How
=+ 6 What recommendations would you give to the company?
=+ 5 calculate the EoQs for the a-items.
=+ 4 based on the sample, analyse the underlying causes of the availability problem described in the text.
=+ 2 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?
=+❯ When to place an order? the timing decision
=+❯ How much to order? the volume decision
=+❯ What is inventory?
=+● What are the operations capabilities they need to carry out these promises successfully?
=+● What do you think are the market promises that these companies make to their clients and potential clients?
=+ 5 Visit the websites of some distribution and logistics companies. For example, you might start with some of the following: www.eddiestobart.co.uk, www.norbert-dentressangle.com, www.accenture.com (under ‘services’ look for supply chain management), www.logisticsonline.com:
=+4The example of the bullwhip effect shown in Table 12.2 shows how a simple 5 per cent reduction in demand at the end of the 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 (that is, all
=+ 3 Visit a c2c (consumer-to-consumer) auction site (for example, eBay) and analyse the function of the site in terms of the way it facilitates transactions. What does such a site have to get right to be successful?
=+ 2 Visit three shops that are local to you and ask the owners how they select their suppliers. in
=+1 compare and contrast the approaches taken by h&m, Benetton and Zara to managing their supply networks.
=+ Discuss whether it is worth trying to increase the OEE of these facilities and, if it is, how you would go about it
=+ Calculate the overall equipment efficiency (OEE) of the following facilities by investigating their use:(a) A lecture theatre(b) A cinema(c) A coffee machine.
=+ Consider how airlines cope with balancing capacity and demand. In particular, consider the role of yield management. Do this by visiting the website of a low-cost airline, and for a number of flights price the fare that is being charged by the airline from tomorrow onwards.In other words, how
=+ Look again at the principles that govern customers’ perceptions of the queuing experience.For the following operations, apply the principles to minimize the perceived negative effects of queuing:(a) A cinema(b) A doctor’s surgery(c) Waiting to board an aircraft.
=+ In the problem above, if a new computer system is installed that allows experienced staff to increase their work rate to 20 applications per day, and untrained staff to 15 applications per day, (a) does the department still need two permanent staff, and (b) how many temporary members of staff
=+a local government office issues hunting licences. Demand for these licences is relatively slow in the first part of the year but then increases after the middle of the year before slowing down again towards the end of the year. the department works a 220-day year on a basis of 5 days a week.
=+❯ How can operations understand the consequences of their capacity decisions?
=+❯ what are the ways of coping with mismatches between demand and capacity?
=+❯ How should the operation’s base capacity be set?
=+(b) How could your own medical practice be improved?
=+(a) What do you think planning and control objectives are for a GP’s surgery?
=+ 6 From your own experience of making appointments at your GP’s surgery, or by visiting whoever provides you with primary medical care, reflect on how patients are scheduled to see a doctor or nurse.
=+ 4 For the problem above, what is the loading on Marie, Willy and Silvie? If all the jobs have to be finished within two days, how much extra time must each of them work?
=+ 2 A specialist sandwich retailer must order sandwiches at least eight hours before they are delivered. When they arrive in the shop, they are immediately displayed in a temperaturecontrolled cabinet. The average time that the sandwiches spend in the cabinet is six hours.
=+Reread the ‘Operations in practice’ case on automobile service scheduling at the beginning of the chapter and also the case on Air France. What are the differences and what are the similarities between the planning and control task in these two operations?
=+ 2 What would you suggest that subText do to tighten up its planning and control procedures?
=+ how could the company avoid making the same mistakes again?
=+1 What went wrong with the fifty-three slash F job
=+(d) How would you ensure motivation and commitment among the staff who do this job?
=+(c) What opportunities exist for job enrichment in this activity?
=+ 5 Visit a supermarket and observe the people who staff the checkouts.(a) What kind of skills do people who do this job need to have?(b) How many customers per hour are they capable of ‘processing’?
=+Step 3 – The fame of your sandwiches had spread. You now decide to start a business making several different types of sandwich in high volume. Design the jobs of the two or three people who will help you in this venture. Assume that volumes run into at least 100 of three types of sandwich every
=+ 3 Step 1 – Make a sandwich. Any type of sandwich, preferably one that you enjoy, and document the tasks you have to perform in order to complete the job. Make sure you include all the activities including the movement of materials (bread etc.) to and from the work surface.Step 2 – So
=+ 2 In the problem above, one of the maids in the west wing wants to job-share with her partner, each working three hours per day. Her colleagues have agreed to support her and will guarantee to service all the rooms in the west wing to the same standard each day. If they succeed in doing this,
=+ 4 What do you think each team leader should be doing to try and overcome their teams' problems?
=+ 3 How would you describe each team’s process in terms of jobs of its staff?
=+ 2 What are the individual ‘services’ offered by each of the three teams?
=+1 What are the problems amongt the staff of each of the three teams?
=+❯ how can the operations function be organized?
=+4 onwards. If the realistic discount rate for the bank is 6 per cent, calculate the net present value of the investment over a five-year period.
=+ 5 A new optical reader for scanning documents is being considered by a retail bank. The new system has a fixed cost of €30,000 per year and a variable cost of €2.5 per batch. The cost of the new scanner is €100,000. The bank charges €10 per batch for scanning documents and it believes
=+ 4 In the problem above, the local government’s finance officers have realized that their discount rate has been historically too low. They now believe that the discount rate should be doubled. Is the investment in the new computer system still worthwhile?
=+ 2 A new machine requires an investment of €500,000 and will generate profits of €100,000 for 10 years. Will the investment have a positive net present value assuming that a realistic interest is 6 per cent?
=+ 3 What would you recommend the company should do?
=+Evaluate both technologies using these criteria.
=+ 2 Remind yourself of the distinction between feasibility, acceptability and vulnerability discussed in Chapter 4 .
=+● Does the technology give an acceptable financial return?
=+● How does the technology improve the operation’s performance?
=+● Does the technology fit the processing task for which it is intended?
=+ 5 Visit a supermarket and observe people’s behaviour. You may wish to try and observe which areas they move slowly past and which areas they seem to move past without paying attention to the products. (You may have to exercise some discretion when doing this; people generally do not like to
=+ 3 The flow of materials through eight departments is shown in Table 7.2 .Assuming that the direction of the flow of materials is not important, construct a relationship chart, a schematic layout and a suggested layout, given that each department is the same size and the eight departments should
=+ 2 Visit and observe the flow of people in your library. Talk with the librarian (if you can)and make a list of the most important criteria that could be used if the library were to be redesigned.
=+Reread the ‘Operations in practice’ case at the start of the chapter that describes the Volkswagen and Google operations. What do you think the main objectives of each layout were?
=+2 Sketch out a layout for an event centre that would work better than the existing one.
=+1 What should an ideal design of an event centre be able to do?
=+● How should the stages be arranged (‘long thin’ layout to ‘short fat layout’)?
=+● How should the layout be balanced (bottlenecks reduced)?
=+● How should the task-time variation be dealt with?
=+● How many stages are needed?
=+● What cycle time is needed?
=+❯ how does the appearance of an operation affect its performance?
=+❯ What is layout and how can it influence performance?
=+ 5 Reread the Shouldice Hospital example. How different would the operations issues be at an accident and emergency department?
=+ (d) Using Little’s law, how long would the queue have to be before you think it would be not worth joining the queue?
=+ (c) What appear to be the key design principles that govern the effectiveness of this process?
=+ (b) How would you measure the efficiency of the process?
=+ (a) Where are the bottlenecks in the service (in other words, what seems to take the longest time)?
=+ 4 Visit a drive-through, quick-service restaurant and observe the operation for half an hour.You will probably need a stopwatch to collect the relevant timing information. Consider the following questions:
=+ (c) The passport office has a ‘clear desk’ policy that means that all desks must be clear of work by the end of the day. How many applications should be loaded onto the process in the morning in order to ensure that every one is completed and desks are clear by the end of the day? (Assume a
=+ (b) If the total work content of all the activities that make up the total task of checking, processing and issuing a passport is, on average, 30 minutes, how many people will be needed to meet demand?
=+ (a) What is the required cycle time for the process?
=+ 3 The regional government office that deals with passport applications is designing a process that will check applications and issue the documents. The number of applications to be processed is 1,600 per week and the time available to process the applications is 40 hours per week.
=+Read again the description of fast food drive-through processes in the chapter. (a) Draw a process map that reflects the types of process described. (b) What advantage do you think is given to McDonald’s through its decision to establish a call centre for remote order taking for some of its
=+ 5 How could universities adopt the practice of outsourcing more?
=+ 4 Do the same thing for the music business, from the days when record labels controlled the business to the availability of streaming services.
=+ 3 Revisit the ‘operations in practice’ example of the Hollywood movie business. Draw diagrams of the supply network for the industry (a) back in the days of studio power, and (b) the way the industry operates now.
=+(b) Would a revised lease that stipulated a fixed cost of €3,000 per week and a variable cost of€0.20 per patient be a better deal?
=+ 2 A private healthcare clinic has been offered a leasing deal where it could lease a CAT scanner at a fixed charge of €2,000 per month and a charge per patient of €6 per patient scanned.The clinic currently charges €10 per patient for taking a scan. (a) At what level of demand (in number
=+ 3 What were the advantages and disadvantages of each location option open to Phanchem, and why do you think it eventually chose to co-locate with AE?
=+3 Where should each part of the network be located (the location decision)?
Showing 2400 - 2500
of 6090
First
18
19
20
21
22
23
24
25
26
27
28
29
30
31
32
Last
Step by Step Answers
Get 50% OFF
Claim Now
