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hotel operations management
Essentials Of Operations Management Enhanced 2nd Edition Nigel Slack; Alistair Brandon-Jones - Solutions
=+Revisit the ‘Operations in practice’ example in the chapter describing the type of projects undertaken by Disney Imagineering.
=+ How can projects be controlled?
=+ How can projects be planned?
=+ What is a project’s ‘environment’?
=+b) Why is this important?
=+a) How does this new test change the likelihood of type I and type II errors?
=+4 Understanding type I and type II errors is essential for a surgeon’s quality planning. In appendectomy operations, for example, removal of the appendix is necessary because of the risk of it bursting, causing potentially fatal poisoning of the blood. The surgical procedure is a relatively
=+3 Re-read the ‘Operations in practice box’, ‘Ryanair reforms its view of service quality’. What does this example tell us about the trade-off between service quality and cost?
=+c) What do you think should be done to ensure the business maintains quality levels in the future?
=+b) What do you think are the key quality challenges facing the business?
=+a) How has the business changed over time?
=+2 Re-read the ‘Operations in practice’ box, ‘Quality at Magic Moments’.
=+b) What could one do to minimize human error?
=+a) How do you think that human error causes quality problems?
=+Human error is a significant source of quality problems. Think through the times that you have (with hindsight) made an error, and answer the following questions.
=+Step 4 Discuss the ways in which such an operation might improve its performance and try to discuss your findings with the staff of the operation.
=+Step 3 Draw an importance–performance diagram for one of the operations that indicates the priority they should be giving to improving their performance.
=+b) how each store rates against each other in terms of its performance on these same factors.
=+Step 2 Once you have identified the broad class of operation, visit a number of them and use your experience as customers to identify:
=+4 Step 1 As a group, identify a ‘high-visibility’ operation that you all are familiar with. This could be a type of quick-service restaurant, record store, public transport system, library, etc.
=+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 happened. This could be done by talking
=+c) What do you think are the benefits and problems of training Black Belts and taking them off their present job to run the improvement projects, rather than the project being run by a member of the team that has responsibility for actually operating the process?
=+a) What are the benefits of being able to compare the amount of defects in a human-resources process with those of collection or billing?
=+To get processes operating at less than 3.4 defects-per-millionopportunities means that you must strive to get closer to perfection and it is the customer that defines the goal. Measuring defects-per-opportunity means that you can actually compare the process of, say, a human-resources operation
=+2 “Everything we do can be broken down into a process”, said Lucile, COO of an outsourcing business for the ‘back-office’ functions of a range of companies. “It may be more straightforward in a manufacturing business, but the concept of process improvement is just as powerful in service
=+TABLE 11.1 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 8.55 32 12 8.40 45 3 7.30 25 8 7.55 31 13 8.20 47 4 7.20 19 9 7.40 22 14 8.00 34 5 8.40 46 10 8.30 49 15 7.45 27
=+b) How much time per (5-day) week should she expect to be saved from having to listen to a babbling half-wit?
=+a) Draw a scatter diagram that will help Sophie decide on the best time to leave her apartment.
=+Sophie was sick of her daily commute. “Why”, she thought “should I have to spend so much time in the morning stuck in traffic listening to some babbling half-wit on the radio? We can work flexi-time after all. Perhaps I should leave the apartment at some other time?” So resolved, Sophie
=+ Why is failure management also improvement?
=+b) When posting a package – the elapsed time is between posting the package and it being delivered to the recipient.
=+How much of this elapsed time do you think is value-added time?
=+a) When handing an assignment in for marking if you are currently studying for a qualification, what is the typical elapsed time between handing the assignment in and receiving it back with comments?
=+4 Examine the value-added versus non-value-added times for some other services. For example:
=+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 5.)
=+3 An insurance underwriting process consists of the following separate stages:Stage Processing time per application(minutes)Average work in progress before the stage Data entry 30 250 Retrieve client details 5 1500 Risk assessment 18 300 Inspection 15 150 Policy assessment 20 100 Dispatch
=+c) Next time you go on a journey, time each part of the journey and perform a similar analysis.
=+b) Visit the websites of two or three airlines and examine their businessclass and first-class services to look for ideas that reduce the non-value-added time for customers who are willing to pay the premium.
=+a) Analyze the journey in terms of value-added time (actually going somewhere) and non-value-added time (the time spent queuing, etc.).
=+Through the gate and on to air bridge that is continuous queue going onto plane, takes 4 minutes but finally in seats by 9.21. Wait for plane to fill up with other passengers for 14 minutes. Plane starts to taxi to runway at 9.35. Plane queues to take-off for 10 minutes. Plane takes off
=+2 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
=+b) How are operations objectives (quality, speed, dependability, flexibility, cost) influenced by the practices that Toyota adopts?
=+a) List all the different techniques and practices that Toyota adopts. Which of these would you call just-in-time philosophies and which are just-intime techniques?
=+Re-examine the description of the Toyota Production System in the‘Operations in practice’ box, ‘Toyota’s lean DNA’.
=+ How does lean eliminate waste?
=+What is lean?
=+b) What do you think are the advantages and disadvantages of these two approaches?
=+a) Draw up a schedule indicating the start and finish time for each activity(prepare, bake, decorate) for both forward and backward approaches.
=+Usually the team is ready to begin work at 8.00 am and the orders are picked up at 4.00 pm. The two people who work in the bakery have different approaches to how they schedule the work. One schedules ‘forward’, which involves starting work as soon as it arrives. The other schedules
=+4 It takes 3 hours for a bakery to prepare, bake and decorate (in that order)a batch of cakes for a business contract. Each batch of cakes takes 1.5 hours to prepare, 1 hour to bake and 30 minutes to decorate with the firm’s logo.
=+Determine a sequence based on using (a) the FIFO rule, (b) the due date rule and (c) the shortest operation time rule.Which of these sequences gives the most efficient solution and which gives the least lateness?Sequence of jobs Process time (days) Due date A 4 12 B 3 5 C 1 7 D 2 9 E 2 15 F 5 8
=+3 Mark Key is an events coordinator for a small company. Returning from his annual holiday in France, he is given six events to plan. He gives them the codes A to F. He needs to decide upon the sequence in which to plan the events, and wants to minimize the average time the jobs are tied up in
=+What is the P:D ratio for this retail operation?
=+displayed in a temperature-controlled cabinet. The average time that the sandwiches spend in the cabinet is 6 hours.
=+★ ERP is a development of materials requirement planning (MRP), and is now used to integrate not only internal activities but those of customers and suppliers also.
=+★ Enterprise resource planning (ERP) systems are information technology systems that integrate planning and control information from various parts of the business.
=+★ Pull control is a system whereby demand is triggered by requests from a work centre’s (internal) customer. Push control is a centralized system, whereby control decisions are issued to work centres that are then required to perform the task and supply the next workstation.
=+● monitoring and control, which involve detecting what is happening in the operation, re-planning if necessary and intervening in order to impose new plans.
=+● scheduling, which determines the detailed timetable of activities and when activities are started and finished;
=+● sequencing, which decides the order in which work is tackled within the operation;
=+● loading, which dictates the amount of work that is allocated to each part of the operation;
=+★ In planning and control, four distinct activities are necessary:
=+2 A specialist sandwich retailer must order sandwiches at least 8 hours before they are delivered. When they arrive in the shop, they are immediately
=+What are the main objectives of this planning and control task, and how does Joanne try to achieve these objectives?
=+Re-read the ‘Operations in practice’ at the beginning of the chapter:‘Joanne manages the schedule’.
=+What is resource planning and control?
=+4 “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
=+How big should the batch size be?
=+3 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 2 hours to clean and re-set between different runs. The
=+What will be the effect on cycle and pipeline inventories?
=+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 is 3 weeks. ‘House & Garden Stores' must pay for inventory from the moment the supplier ships
=+ How can you control inventory?
=+ When should you order? (The timing decision)
=+ How much should you order? (The volume decision)
=+ Why do you need inventory?
=+What is inventory?
=+c) Within a few days another ‘scandal’ hit the airline. A ‘potentially prize-winning’ rabbit (called Simon) reportedly died while in transit from London Heathrow to O’Hare airport in Chicago. Why is this incident so important to United Airlines?
=+b) After the incident attracted so much negative publicity, United announced a new upper limit of $10,000 in compensation for passengers who agree to give up a seat on a flight where United needs to free-up space, and that it would create a ‘customer solutions team to provide agents with
=+a) How should the airline have handled the situation?
=+4 When footage shot by a fellow passenger showed a bloodied and unconscious man being pulled off of a United Airlines flight, the clip caused a sensation on social media. The incident began when United over-booked the flight (a problem made worse because at the last minute it decided to fly four
=+b) What else could the card companies do to cope with demand fluctuations?
=+a) What seem to be the advantages and disadvantages of these strategies adopted by the card companies?
=+3 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 buy appropriately designed cards. Now, some card manufacturers have moved on to ‘non-occasion’ cards,
=+2 In a typical 7-day period, the planning department of the pizza company programmes its ‘Pizzamatic’ machine for 148 hours. It knows that changeovers and set-ups take 8 hours and breakdowns average 4 hours each week. Waiting for ingredients to be delivered usually accounts for 6 hours,
=+b) Prepare a demand chase plan. What implications would this have for staffing levels, assuming that the maximum amount of overtime would result in production levels of only 10 per cent greater than normal working hours?TABLE 7.4 Pizza demand forecast Month Demand(cases per month)January 600
=+a) Prepare a production plan that keeps the output level. How much warehouse space would the company need for this plan?
=+A pizza company has a demand forecast for the next 12 months that is shown in Table 7.4. The current workforce of 100 staff can produce 1,500 cases of pizzas per month.
=+ How can operations understand the consequences of their mediumterm capacity decisions?
=+ What are the ways of coping with mismatches between medium-term demand and capacity?
=+ What are the main medium-term capacity decisions?
=+ What are the main long-term capacity decisions?
=+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 you thought they might be?
=+4 If you were the owner of a small local retail shop, what criteria would you use to select suppliers for the goods that you wish to stock in your shop?
=+c) Find examples of how supply chains try to reduce this bullwhip effect.
=+b) What happens if all operations in the supply chain decided to keep only half of the period’s demand as inventory?
=+That is, period 1 has a demand of 100, period 2 has a demand of 95, period 3 a demand of 100, period 4 a demand of 95 and so on?
=+a) Using the same logic and the same rules (i.e. all operations keep one period’s inventory), what would the effect on the chain be if demand fluctuated period by period between 100 and 95?
=+3 The example of the bullwhip effect shown in Table 6.2 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.
=+would like us to be more flexible in changing our volumes and delivery schedules. I admit that we could be more flexible within the season. Partly, we can’t do this because we have to buy in cloth at the beginning of the season based on the forecast volumes from our customers. Even if we could
=+2 A chain of women’s apparel retailers had all their products made by Arropa Limited, 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
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