Operations Engineering And Management Concepts Analytics And Principles For Improvement 1st Edition Seyed Iravani - Solutions

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1 Evaluate the impact on operations of Robin’s sales targets for the 2000 Christmas Catalogue. You may wish to consider the following:● What are the main capacity constraints within the mail-order operation?● To what extent can they be resolved by the planned 2000 increase in the amount of
3 What factors should Gillian consider when deciding to increase the number of flavours from four to ten?
2 Evaluate Gillian’s proposal to increase the number of farm visitors in 1999 by 50 per cent. You may wish to:● evaluate the sales forecasts● analyse the capacities and identify the capacity constraints within these businesses.
1 What are the issues that Gillian faces?
2 If Dave decided not to give priority to Mike’s order, he would then be able to schedule the other four orders in several different ways. Compare and contrast the schedules for:● First come, first served (FCFS)● Due date (DD)● Longest operation time first (LOT)In preparing the LOT
1 What is the best delivery date (week number and day) that Dave could quote to Mike? Will this affect delivery to the other customers and, therefore, should it be taken on?
3 Do you think Duncan Hindes is right in his approach to controlling this process?
2 What are the advantages and disadvantages of using the mechanisms suggested to reduce call variation?
1 Why should most of the calls at the mortgage centre be within specified limits?What are the advantages and disadvantages of controlling the time staff spend on each call?
3 Evaluate the difference between managing costs by budget and an activity-based approach.
2 What strategies could the police follow in order to reduce their apparent cost to the public?
1 Evaluate the job design changes made at the police custody suite.
4 What are your overall recommendations for an implementation plan?
3 How could the employment contracts, payment systems and working practices be redesigned to help to increase the patrol productivity, to increase PAR and to reduce waiting times? What resistance is likely to be faced, and how should this best be countered?
2 What are the advantages and disadvantages of the current cell-focused service management structure? What alternatives might give better results in terms of increasing quality and productivity?
1 Evaluate the competitive position of RAC Motoring Services in terms of its operations-based strengths or weaknesses.
4 What do you think the management should decide to do?
3 The Manufacturing Director refers to flexibility when considering the purchase of the new asset. What is meant by ‘flexibility’, and what will be the main differences in flexibility between the two types of conch machine?
2 How did Cadbury compete for sales of its various chocolate products, and how is that expected to change in the 1990s?
1 What are the main concerns of the managers involved, when choosing between the ‘conventional’ conch and the new technology conch process?
7 Summarise the pros and cons of this investment. On balance, do you feel it should go ahead, either as proposed or in a modified way?
6 Carry out a net present value calculation for this project, based on a discount rate of 8 per cent. What does this indicate about the viability of the project?
5 To what extent does the proposed CAD/CAM system provide future opportunities to integrate customer, information, and material processing technologies? Could this provide any USPs (unique selling points) for the company?
4 Where is there any integration between technologies? What risks will there be at this interface(s), and how could these be minimised?
3 Is there any evidence that the CAM technology could be purchased at a smaller scale? and if so, why has Dean not considered that option? Is the proposed scale too big/ambitious a change from the existing jobbing processes?
2 Analyse the degree of automation inherent in the proposed system. What other process elements could be automated, and what are unlikely ever to be automated?Explain your rationale.
1 Evaluate the proposed CAD/CAM system in terms of its contribution to each of the five operations performance objectives. In doing this, you could make comparisons between the existing and proposed system.
3 What were the worst mistakes made by Globestelle during the production development process?
2 How do you see these significant events influencing each other and affecting the whole product development process?
1 What were the significant events in the history of this project?
3 What actions could CSF take to reduce stock levels and improve service levels to customers?
2 Compare the left ‘arm’ of Figure 14.3 with the right ‘arm’. What is the P:D ratio?(Refer to Slack, Johnston and Chambers, Operations Management, 3rd edn, p. 312.)Why are there such huge differences in responsiveness between the two arms?
1 Prepare flow charts for trade orders (Section 2), picking (Section 3), map stock planning (Section 4) and printing (Section 5).
7 What does queuing theory suggest about the average queue length before the bottleneck operation(s) identified above? You could test a queuing model for various admission rates from 68 to 80 per hour. What does this indicate about the management tasks of running Cadbury World on busy days?
6 Calculate the utilisation of the attraction for both 1999 and 2001, based on the attendance figures given in the case. Why is the utilisation below 100 per cent even at busy times, and has it changed over the two-year period? How has productivity been affected by the changed schedule?
5 Calculate the hourly capacities for each of the micro-operations described in the case. You should do this for 1991, 1995 and 2001. How has the change in process affected the position of bottlenecks, and how have these been managed?
4 Draw process charts for the main exhibition, highlighting where the main changes in process design have been implemented over the 10 years of operation.
3 What process type(s) was actually used in the original 1991 design, and how has that been changed during the 10 years of improvements?
2 What are the main elements of the service concept, and are these of equal importance to all customers? What trade-offs have had to be made in the design to deliver a quality service package to all of Cadbury World’s customers.
1 Evaluate the design of Cadbury World in terms of the five operations objectives and the Four Vs (volume, variety, variation and visibility). What would this imply about the most appropriate choice(s) of process design to be used for the customer-processing operation?
4 What else could be done to improve the visitors’ satisfaction at Cadbury World?
3 What are the benefits and drawbacks of introducing the electronic doors?
2 Where could queues build up and why? What has been done so far to overcome bottlenecks? What else can be done to overcome excessive queue lengths?
1 Calculate the hourly capacities for each of the areas in the exhibition.
2 Calculate the hourly capacities for each micro-operation. How does Cadbury World management vary capacity to respond to changes in demand? How could the service be amended to increase bottleneck capacity?
1 Draw a process flow chart showing how customers were processed through the operation. What does this suggest about the process design of Cadbury World?
3 ‘John wondered, realistically, if the plant could ever be changed.’ If you were to carry out improvements at the plant, what would your ethical priorities be?
2 Comment on the maintenance strategy at the plant. Are there any alternative methods that would be suitable?
1 Evaluate the ethical issues concerned with the operations management decisions of the IMC plant.1
3 Which of the possible future actions identified by the supply chain team do you think worth pursuing and why?
2 Do you think the Cornwall plant’s approaches to introducing QR ideas were appropriate?
1 Why was the QR approach significant in improving the company’s supply chain performance?
4 Did the self-managed team approach fit with the other decisions taken by the Norrköping team?
3 What risks did the company run by ‘going for focus’? Was it wise or just lucky?
2 Why was the ‘Monster’ particularly important?
1 What were the significant events leading to the successful start-up of the Norrköping plant?
3 What are the different logistics performance objectives for the different product groups? Fill in the following table:Perfect and Autograph range per una range Classic ranges Product range Design changes Price Quality Sales volumes SKU Order winners Order qualifiers Operations priorities
2 What are the order winners and qualifiers for these different ranges?
1 What market segments do the three different product ranges serve? Assume that the Perfect and Classic ranges serve essentially the same segment.
5 What changes, if any, would you recommend for the business to continue its growth in sales and profit?
4 How might the development of the design house and major retailer services markets affect the operation of the Manufacturing and Supply Services departments?More specifically, what new capabilities may be required to serve these new markets effectively and profitably?
3 What have been the main features of the strategies adopted by Manufacturing and Supply Services during the 1990s? What operations-based competitive advantages were developed under the influence of these strategies? Were the strategies clearly developed or did they simply evolve, or both?
2 In what ways have the marketing strategies affected the activities of the Manufacturing Operations and Supply Services departments?
1 How successful have Concept Design Services’ strategies been since the decision to exit the industrial products market?
4 Should management introduce any special or different practices in the factory to handle the M&S order, if it is received?
3 Should the company accept the order if they get it?
2 What are the potential risks and rewards of accepting the order from M&S?
1 What are the external performance objectives for the M&S business, and how do these differ from those for existing customers?
5 In what ways can Frederic’s operations contribute to the competitive advantage of the company?
4 What main human resource issues are an important part of Frederic’s activities?
3 What is Frederic’s involvement in technology acquisition decisions? What are his main concerns when evaluating the capability of new equipment?
2 Assess the approximate proportions of Frederic’s time that is spent on long-term and on short-term issues. Do think this is typical of operations managers in other industries (for example, banking, leisure, automotive component manufacture)?
1 Analyse the many things that Frederic does during his typical day. You should group these in terms of the five categories below, and provide a full list of subcategories for each:● Strategic● Design● Planning and control● Improvement● Other (specify)
3 What are the main changes you would recommend Don to consider making to improve the profitability of his business?
2 Summarise the problems faced by Don Dursley in managing and developing his centre.
1 List the main micro-operations at Hogsmeadow Garden Centre and describe the main input resources, transformation process and outputs for each of them.
4 Discuss the relationship between the day-to-day tasks and the long-term issues and explain how Richard manages to oversee both at the same time?
3 What do you think Richard Heard actually does each day (how does he spend his time)?
2 Summarise the job of the operations director. What are the main issues/problems he faces in managing the airport?
1 Identify some of the micro-operations to be found at the airport. For each one:(a) Identify the transforming and transformed resources.(b) State which is the predominant transformed resource.(c) Describe the output of each micro-operation and say who you think its customers are.
Basil Car Rental (BCR) has a location in Chicago airport with a large number of customers each hour arriving to pick up their cars, and a large number of customers returning their rental cars to take their flights out of Chicago. BCR has simplified the process of receiving a car from a customer, so
Steve knows that when its injection molding machine is working properly, only 3 percent of plastic bottles produced by the machine are defective. The bottles are sold to the producers of soft drinks and fruit juices. Steve got a phone call from his supplier of plastic resin informing him about a
NMMEH hospital in Problem 2 hired a consulting firm to help them further improve the process of discharging patients. Before the consulting firm was hired, the time it took to discharge patients had an average of 140 minutes and standard deviation 35 minutes. The consulting firm has finished its
The headquarters of a fast-casual restaurant chain started a quality improvement project to improve the quality of service in its restaurants. When customers pay for their food, they are given a coupon for free drink next time, if they fill out the online customer satisfaction survey. One of its
Suppose H&O in Problem 4 detects the mean shift and fixes the problem, so the filling process fills boxes with an average of 28 ounces and standard deviation of 0.5. H&O then develops a control chart to monitor if the mean of filling processes moves again. The sample of size 8 is taken every hour
Healthy-&-Organic (H&O) produces blueberry granola cereal, sold in boxes that contain 28 ounces of cereal. The marketing department has identified that due to federal regulations and market consideration, each cereal box must have between 27 and 29 ounces of cereal.The data shows that the weight of
The manager of the hospital in Problem 2 organizes several Kaizen events, and after 2 months, is able to make the discharge process a 3-sigma process. Before improvement, the manager was using a control chart with three-sigma control limits to monitor the discharge times. We call that Chart C1 and
The time to discharge a patient in NMMEH hospital varies. Some patients are discharged in less than an hour, and discharge times for some patients take more than 3 hours. Patient survey data shows that, if the discharge time takes more than 3 hours, patient satisfaction is significantly reduced.
Explain why each of the following statements is true or false:a. An in-control process produces outputs that are within design specifications.b. A 6-sigma process is always in control.
What are the similarities between lean operations approach to quality control and improvement and that of Six Sigma approach?
Describe the five steps of DMAIC improvement cycle.
In a 6-sigma process, 99.9999998% of process output is within design specifications. Explain five reasons why firms try to achieve such a high standard.
What is Six Sigma?
What is process capability? Describe four different metrics used in measuring process capability.
Describe several ways that one can reduce the resistance to initiating and implementing quality improvement projects.
Describe ways that quality improvement culture can be built into all levels of an organization.
What are the three main characteristics of clear goals for quality improvement projects?
What are the two important considerations when choosing which quality improvement project to do first?
The Police department is under pressure from the Mayor’s office to take actions to reduce the number of bicycles stolen throughout the city. As the first step, the deputy police chief has asked you to set a system to monitor the number of bicycles stolen each day. Asking for data, you receive the
Yesterday, the number of delayed flights was 10—twice the average. The head of maintenance team is wondering if she should investigate whether there was a particular reason for the large number of delayed flights yesterday. What do you think?

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Operations Engineering And Management Concepts Analytics And Principles For Improvement 1st Edition Seyed Iravani - Solutions

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