Essentials Of Operations Management Enhanced 2nd Edition Nigel Slack; Alistair Brandon-Jones - Solutions

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=+2 What physical capacity should each part of the network have (the long-term capacity decision)?
=+1 How should the network be configured?
=+❯ How do operations decide what to do in-house and what to outsource?
=+❯ How vertically integrated should an operation’s network be?
=+❯ How much capacity should operations plan to have?
=+❯ What configuration should a supply network have?
=+❯ What do we mean by the‘structure’ and ‘scope’ of operations’ supply networks?
=+ (c) Why do you think IDEO is so willing to tell everyone how to go about the design innovation process? Isn’t that giving away the firm’s expertise for free?
=+ (b) Assess its approach to design innovation. What does the firm believe are the most important aspects of successful new product and service development?
=+ 5 Some firms specialize in helping clients to innovate and design their products and services.One of the best known of these is IDEO ( ideo.com ). Look at the website and:(a) Identify the stages of design innovation that the firm goes through with its clients.
=+ 4 One product where a very wide range of product types is valued by customers is that of domestic paint. Most people like to express their creativity in the choice of paints and other home decorating products that they use in their homes. Clearly, offering a wide range of paint must have serious
=+ 3 How can the concept of modularization be applied to package holidays sold through an online travel agent?
=+ 2 A company is developing a new app that will allow customers to track the progress of their orders. The website developers charge €10,000 for every development week and it is estimated that the design will take 10 weeks from the start of the design project to the launch of the website. Once
=+How would you go about evaluating the design of this book?
=+What would be the consequences of everything going wrong?(This is called the ‘downside risk’ of an option.)
=+● Being pessimistic, what could go wrong if we adopt the option?
=+● Do we understand the full consequences of adopting the option?
=+● The vulnerability of each design option – do we want to take the risk? That is:
=+● Does the option give a satisfactory financial return?
=+● Will our customers want it?
=+● Does the option satisfy the performance criteria which the design is trying to achieve?(These will differ for different designs.)
=+● The acceptability of the design option – do we want to do it?
=+● Do we have the financial resources to cope with this option?
=+● Do we have the organizational capacity (quantity of resources)?
=+● Do we have the skills (quality of resources)?
=+● The feasibility of the design option – can we do it?
=+(c) What advice would you give to the club?
=+(b) Chart the five performance objectives to show the differing expectations of club members and casual flyers and compare these with the actual service delivered.
=+(a) Evaluate the service to club members and casual flyers by completing a table similar to Table 3.1.
=+while they wait their turn to fly. Casual flyers might have to stand and wait for some time until a club member has time to find out what they want. Even when a flight has been pre-booked casual flyers may then be kept waiting, on the exposed and often windy airfield, for up to two hours before
=+ 6 (Advanced) A gliding club has a current membership of over 100 pilots, many of whom have their own gliders. In addition the club has a fleet of six gliders available to its members. The club also offers trial flights to members of the public – ‘casual flyers’ who can book flights in
=+ 5 Search the Internet site of Intel, the best-known microchip manufacturer, and identify what appear to be its main structural and infrastructural decisions in its operations strategy.
=+ 4 What do you think are the qualifying or order-winning factors for Pret A Manger described in Chapter 1 ?
=+ 3 What do you think are the qualifying and order-winning factors for (a) a top of the range Ferrari, and (b) a Renault Clio?
=+ 2 Compare the operations strategies of a low-cost airline, such as Ryanair, and a full-service airline such as British Airways or KLM.
=+Explain how the four perspectives of operations strategy would apply to SSTL (see the ‘Operations in action’ case at the start of this chapter).
=+ 3 What are the most important structural and infrastructural decisions in McDonald’s operations strategy, and how do they influence its main performance objectives?
=+How should performance be measured?
=+How should the operation allocate resources?
=+What skills should be developed in the operation’s sta?
=+What should be the capacity of each site?
=+ should the operation be using?
=+What types of process technology
=+Where should sites be located?
=+How many sites should we have?
=+How many suppliers should we have?
=+what should be outsourced?
=+What activities should be done internally, and
=+Which products or services should be developed?
=+How should the improvement process be managed?
=+How should it develop supplier relationships?
=+How should the operation adjust its activity levels in response to demand?
=+How should demand be forecast and monitored?
=+What skills should be developed in the operation’s sta?
=+How should the operations function be organized?
=+❯ How can an operations strategy be formulated? The process of operations strategy
=+❯ What is the difference between a ‘market requirements’ and‘operations resources’ view of operations strategy?
=+❯ What is the difference between a ‘top-down’ and a ‘bottom-up’view of operations strategy?
=+ 7 Devise a performance measurement scheme for the performance of the course you are following.
=+ 6 Visit the websites of two or three large oil companies such as Exxon, BP, Shell, Total, etc.Examine how they describe their policies towards their customers, suppliers, shareholders, employees and society at large. Identify areas of the company’s operations where there may be conflicts
=+identify how quality, speed, dependability and flexibility can help to reduce the cost of producing their services.
=+ 5 Step 1 – Look again at the figures in the chapter which illustrate the meaning of each performance objective for the four operations. Consider the bus company and the supermarket, and in particular consider their external customers.Step 2 – Draw the relative required performance for both
=+How much extra profit per pizza would be made if 5 minutes was cut from all deliveries?
=+Bongo’s does not charge for 10 per cent of its pizzas a significant problem for the business?
=+ 4 Bongo’s Pizzas have a service guarantee that promises you will not pay for your pizza if it is delivered more than 30 minutes from the order being placed. An investigation shows that 10 per cent of all pizzas are delivered between 15 and 20 minutes from order, 40 per cent between 20 and 25
=+ 3 A publishing company plans to replace its four proofreaders who look for errors in manuscripts with a new scanning machine and one proofreader in case the machine breaks down.Currently the proofreaders check 15 manuscripts every week between them. Each is paid€80,000 per year. Hiring the
=+ 2 The health clinic described in the worked example earlier in the chapter has expanded by hiring one extra employee and now has six employees. It has also leased some new health monitoring equipment which allows patients to be processed faster. This means that its total output is now 280
=+ What do you think are the external advantages and disadvantages of this to the stakeholders of the operation? What do you think are the internal implications to the new centralized operation that will provide this service?
=+The ‘forensic science’ service of a European country has traditionally been organized to provide separate forensic science laboratories for each police force around the country. In order to save costs, the government has decided to centralize this service in one large central facility close
=+ 2 The case describes how quality, speed, dependability, flexibility and cost impact the hotel’s external customers. Explain how each of these performance objectives might have internal benefits.
=+1 Describe how you think the hotel’s manager will:(a) make sure that the way he manages the hotel is appropriate to the way it competes for business;(b) implement any change in strategy;(c) develop his operation so that it drives the longterm strategy of the hotel.
=+● How can we continue to improve and build capabilities (the learning and growth perspective)?
=+● How do our customers see us (the customer perspective)?
=+● What must we excel at (internal process perspective)?
=+● How do we look to our shareholders (financial perspective)?
=+● What detailed measures to use?
=+● Which are the most important performance measures?
=+● What factors to include as performance measures?
=+ 6 (Advanced) Find a copy of a financial newspaper ( Financial Times , Wall Street Journal , The Economist , etc.) and identify one company which is described in the paper that day. Using the list of issues identified in Figure 1.4 , what do you think would be the new operations agenda for this
=+ 5 Visit and observe three restaurants. compare them in terms of the four Vs. think about the impact of volume, variety, variation and visibility on the day-to-day management of each of the operations and consider how each operation attempts to cope with its volume, variety, variation and
=+ 4 reread the ‘operations in practice’ case on Lego. Lego also lends its name to a chain of Lego-themed amusement parks aimed at younger children and families. although the Lego group has a share in the parks, they are largely owned and operated by a theme park company – merlin
=+ 3 Visit a hotel (other than Formule 1) and a sandwich or snack shop (other than pret a manger).observe how each operation appears to work: for example, where customers go, how staff interact with them, how big it is, how the operation has chosen to use its space, what variety of
=+ 2 compare and contrast torchbox and pret a manger in terms of the way that they need to manage their operations.
=+ (c) What would be the advantages and disadvantages if pret a manger introduced ‘central kitchens’ that made the sandwiches for a number of shops in an area?
=+(b) pret a manger also supplies business lunches (of sandwiches and other take-away food). What are the implications for how it manages its processes within the shop?
=+read the ‘operations in practice’ case on pret a manger. identify the processes in a typical pret a manger shop together with their inputs and outputs.
=+3 What would you recommend to the company if it asked you to advise it in improving its operations?
=+❯ What do operations managers do?
=+● What can the operation do to help the organization compete more effectively?
=+● How is this organization trying to compete (or satisfy its strategic objectives if a not-for-profit organization)?
=+b) Why are such visualizations becoming more important?
=+a) Why do you think a realistic picture of a completed project helps the process of project management?
=+4 In the oil industry, project teams are increasingly using virtual reality and visualization models of offshore structures, which allows them to check out not only the original design but any modifications that have to be made during construction.
=+b) How might not involving them damage the project, and how would involving them benefit the project?
=+a) Who do you think would be the main stakeholders for this project?
=+list of stakeholders and set out to win them over with their enthusiasm for the project. They invited local people to attend meetings, explained the vision and took them to look round the site. Also, before work started Janine took all the building staff on the same tour of the site as they had
=+3 “Funding comes from a variety of sources; to restore the literally irreplaceable buildings we work on. We try to reconcile historical integrity with commercial viability, and rely on the support of volunteers. So, we need to involve all stakeholders all the way through the project.” (Janine
=+Bespoke computer database activities Activity Duration(weeks)Activities that must be completed before it can start 1 Contract negotiation 1 -2 Discussions with main users 2 1 3 Review of current documentation 5 1 4 Review of current systems 6 2 5 Systems analysis (A) 4 3,4 6 Systems analysis (B)
=+2 The activities, their durations and precedences for designing, writing and installing a bespoke computer database are shown in the table below. Draw a network diagram (activity-on-node) for the project, and calculate the fastest time in which the operation might be completed.
=+Using the two methods of distinguishing between projects that are described in the chapter (their volume and variety characteristics, and their scale, complexity and degree of uncertainty), compare Disney’s project management with that necessary for a major civil-engineering project, such as

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Essentials Of Operations Management Enhanced 2nd Edition Nigel Slack; Alistair Brandon-Jones - Solutions

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