Operations And Supply Chain Management The Core 3rd Edition F. Robert Jacobs, Richard Chase - Solutions

1 This is the art and science of obtaining, producing. and distributing material and product in the proper place and quantities.
5 If you could locate your new software development company anywhere in the world, which place would you choose, and why?
4 What are the pros and cons of relocating a small or midsized manufacturing firm (that makes mature products) from the United States to China?
3 How do facility location decisions differ for service facilities and manufacturing plants?
2 List five major reasons why a new electronic components manufacturing firm should move into your city or town.
1 What motivations typically cause firms to initiate a facilities location or relocation project?
10 Refers to an estimate of the cost of an item that includes all costs related to the procurement and use of an item. including the costs of disposing after its useful life.
9 When a firm works with suppliers to look for oppor- tunities to save money and benefit the environment.
8 Used to describe functions related to the flow of ma- terial in a supply chain.
7 In order to cope with high levels of supply uncer- tainty, a firm would use this strategy to reduce risk.
6 A supply chain that must deal with high levels of both supply and demand uncertainty.
5 Products with short life cycles and typically high profit margins.
4 Products that satisfy basic needs and do not change much over time.
3 A phenomenon characterized by increased variation in ordering as we move from the customer to the manufacturer in the supply chain.
2 When a customer allows the supplier to manage an item or group of items.
1 Refers to how common an item is or how many sub- stitutes might be available.
6 Describe how outsourcing works. Why would a firm want to outsource?
5 As a supplier, which factors about a buyer (your potential customer) would you consider to be important in setting up a long-term relationship?
4 What are characteristics of efficient, responsive, risk-hedging, and agile supply chains? Can a supply chain be both efficient and responsive? Risk-hedging and agile? Why or why not?
3 Describe the differences between functional and innovative products.
2 With so much productive capacity and room for expansion in the United States, why would a company based in the United States choose to purchase items from a foreign firm? Discuss the pros and cons.
I What recent changes have caused supply chain management to gain importance?
12 A firm wants to justify smaller lot sizes economi- cally. Management knows that it cannot change the cost to carry one unit in inventory since this is largely based on the value of the item. To justify a smaller lot size, what must they do?
11 If the lead time for an item is exactly five days, the demand is a constant four units per day, and the ship- ment container contains two units; how many kan- ban card sets would be needed?
10 A production control system that uses a signaling de- vice to regulate the flow of material.
9 Producing a mix of products that matches demand as closely as possible.
8 A period of time during which the production sched- ule cannot be changed.
7 Means only producing what is needed when needed and no more.
6 A philosophy in which similar parts are brought to- gether in families for production purposes.
5 The Japanese philosophy that focuses on continuous improvement.
4 The set of value- and non-value-adding activities re- quired to design, order, and provide a product from concept to launch, order to delivery, and raw materi- als to customers.
3 The Toyota Production System is founded on these two philosophies.
2 An integrated set of activities designed to achieve production using minimal inventories of raw materi- als, work-in-process, and finished goods.
1 Anything that does not add value from the custom- er's perspective.
13 How would you show a pull system in VSM symbols between the blanking and CNC stages of the bolt manufacturing solved problem?
12 Explain the relationship between quality and productivity under the lean philosophy.
11 Why is lean hard to implement in practice?
10 In which ways, if any, are the following systems analogous to kanban: returning empty bottles to the supermarket and picking up filled ones; running a hot dog stand at lunchtime; withdrawing money from a checking account; raking leaves into bags?
9 Explain how cards are used in a kanban system.
8 What are the roles of suppliers and customers in a lean system?
7 What are the implications for cost accounting of lean production?
6 What objections might a marketing manager have to uniform plant loading?
5 Discuss ways to use lean to improve one of the following: a pizza restaurant, a hospital, or an auto dealership.
4 Will lean work in service environments? Why or why not?
3 Why must lean have a stable schedule?
2 Stopping waste is a vital part of lean. Using value stream mapping, identify some sources of waste in your home or dorm and discuss how they may be eliminated.
1 Is it possible to achieve zero inventories? Why or why not?
14 This is an inventory auditing technique where inven- tory levels are checked more frequently than one time a year.
13 If we take advantage of a quantity discount, would you expect your average inventory to go up or down? Assume that the probability of stocking out criterion stays the same.
12 Consider an item for which we have 120 units cur- rently in inventory. The average demand for the item is 60 units per week. The lead time for the item is ex- actly 2 weeks and we carry 16 units for safety stock. What is the probability of running out of the item if we order right now?
11 We are being evaluated based on the percentage of total demand met in a year (not the probability of stocking out as used in the chapter). Consider an item that we are managing using a fixed-order quan- tity model with safety stock. We decide to double the order quantity but leave the reorder
10 If we decide to carry 10 units of safety stock for the item described in questions 8 and 9, and we im- plemented this by going to our supplier when we had 10 units left, how much inventory would you expect to have on average now?
9 For the item described in question 8, if we expect to sell approximately 15,600 units next year, how many trips will we need to make to the supplier over the year?
8 We have an item that we stock in our store that has fairly steady demand. Our supplier insists that we buy 1,200 units at a time. The lead time is very short on the item, since the supplier is only a few blocks away and we can pick up another 1.200 units when we run out. How many units do you
7 We are ordering T-shirts for the spring party and are selling them for twice what we paid for them. We expect to sell 100 shirts and the standard deviation associated with our forecast is 10 shirts. How many shirts should we order?
6 Term used to describe demand that is uncertain and needs to be forecast.
5 Term used to describe demand that can be accurately calculated to meet the need of a production schedule. for example.
4 Based on an EOQ-type ordering criterion, what cost must be taken to zero if the desire is to have an order quantity of a single unit?
3 Model most appropriate when a fixed amount must be purchased each time an order is placed.
2 Model most appropriate when inventory is replen- ished only in fixed intervals of time, for example, on the first Monday of each month.
1 Model most appropriate for making a one-time pur- chase of an item.
9 What is the puspose of classifying items into groups, as the ABC classification does?
8 Which type of inventory system would you use in the following situations?a. Supplying your kitchen with fresh food.b. Obtaining a daily newspaper.c. Buying gas for your car. To which of these items do you impute the highest stock out cost?
7 "The nice thing about inventory models is that you can pull one off the shelf and apply it so long as your cost estimates are accurate." Comment.
6 Discuss the assumptions that are inherent in production setup cost, ordering cost, and carry- ing costs. How valid are they?
5 What two basic questions must be answered by an inventory-control decision rule?
4 Under which conditions would a plant manager elect to use a fixed-order quantity model as opposed to a fixed-time period model? What are the disadvantages of using a fixed-time period ordering system?
3 Discuss the nature of the costs that affect inventory size. For example:a. How does shrinkage (stolen stock) contribute to the cost of carrying inventory? How can this cost be reduced?b. How does obsolescence contribute to the cost of carrying inventory? How can this cost be reduced?
2 Distinguish between in-process inventory, safety stock inventory, and seasonal inventory.
1 Distinguish between dependent and independent demand in a McDonald's restaurant, in an integrated manufacturer of personal copiers, and in a pharmaceutical supply house.
17. A chart that depicts the manufacturer's and consum- er's risks associated with a sampling plan.
16 Useful for checking quality when we periodically pur- chase large quantities of an item and it would be very costly to check each unit individually.
15 A quality chart suitable for when a number of blem- ishes are expected on each unit, such as a spool of yarn.
14 A quality chart suitable for when an item is either good or bad.
13 A quality characteristic that is actually measured, such as the weight of an item.
12 Quality characteristics that are classified as either con- forming or not conforming to specification.
11 An alternative to viewing an item as simply good or bad due to it falling in or out of the tolerance range.
10 If a process has a capability index of I and is running normally (centered on the mean), what percentage of the units would one expect to be defective?
9 Variation inherent in the process itself.
8 Variation that can be clearly identified and possibly managed.
7 The standard quality improvement methodology de- veloped by General Electric.
6 A Six Sigma process that is running at the center of its control limits would expect this defect rate.
5 What is the enemy of good quality?
4 The series of international quality standards.
3 Relates to how the customer views quality dimensions of a product or service.
2 Relates to how well a product or service meets design specifications.
I This refers to the inherent value of the product in the marketplace and is a strategic decision for the firm.
5 Discuss the trade-off between achieving a zero AQL (acceptable quality level) and a positive AQL (such as an AQL of 2 percent).
4 In the situation described in question 3, what would be the effect on the cost of quality to the supplier?
3 In an agreement between a supplier and a customer, the supplier must ensure that all parts are within specification before shipment to the customer. What is the effect on the cost of quality to the customer?
2 Discuss the purposes of and differences between p charts and X- and R-charts.
1 The capability index allows for some drifting of the process mean. Discuss what this means in terms of product quality output.
14 None of the techniques for determining order quantity consider this important noneconomic factor that could make the order quantity infeasible.
13 Ordering exactly what is needed each period without regard to economic considerations.
12 These are the part quantities issued in the planned order release section of an MRP report.
11 The planned order receipt and planned order release are offset by this amount of time.
10 This is the amount needed after considering what we currently have in inventory and what we expect to ar- rive in the future.
9 This is the total amount required for a particular item.
8 These are orders that have already been released and are to arrive in the future.
7 One unit of Part C is used in item A and in item B. Currently, we have 10 A's, 20 B's, and 100 C's in inventory. We want to ship 60 A's and 70 B's. How many additional C's do we need to purchase?

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Operations And Supply Chain Management The Core 3rd Edition F. Robert Jacobs, Richard Chase - Solutions

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