Production And Operations Management Systems 1st Edition Sushil Gupta; Martin Starr - Solutions

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19. What combination of repositioning, in order to change the nature of trade-offs, and overcoming the trade-offs themselves, is going to be used to improve overall operations performance?
18. Have the key trade-offs for the operation been identified?
17. Where would you put the operation in terms of Figure 2.11 that describes the line of fit between market requirements and operations capabilities?
16. Are the logical links established between what the market requires (in terms of performance objectives) and what capabilities an operations possesses (in terms of the major strategic decision areas)?
15. Are these operations and/or resources, scarce, imperfectly mobile, imperfectly imitable, or imperfectly substitutable?
14. What capabilities does the operation currently possess?
13. Is the idea of operations-based capabilities fully understood?
12. Are the main strategic decisions that shape operation’s’ resources fully identified?
11. Is there a recognised process for bottom-up communication on strategic issues?
10. Have different parts of the operation (probably producing different products or services) their own relative priority of performance objectives that reflect their possibly different competitive positions?
9. Are performance objectives understood in terms of whether they are order-winners or qualifiers?
8. Are the operation’s performance objectives fully articulated?
7. Does the organisation’s business model fit with its operating model?
6. Does operations strategy demonstrate both correspondence and coherence with business strategy?
5. Is there a recognised process for translating business strategy ‘top-down’ into operations strategy?
4. What position on the Hayes and Wheelwright Stage 1 to 4 Model are your operations?
3. Does operations strategy take significant stakeholders into account?
2. Does it include a vision for the role and contribution of the operations function?
1. Does the operation have a fully articulated operations strategy?
7. Does operations strategy set an improvement path?
6. Does operations strategy develop the capability of its resources and processes?
5. Does operations strategy learn from operational experience?
4. Are the four perspectives of operations strategy reconciled?
3. Does operations strategy align with market requirements?
2. Does operations strategy reflect business strategy?
1. Does the operation have a strategy?
5 Find a copy of a financial newspaper ( Financial Times, Wall Street Journal, Economist, etc.) and identify one company that is described in the paper that day. What do you think would be the main operations issues for that company?
4 Write down five services that you have ‘consumed’ in the last week. Try to make these as varied as possible.Examples could include public transport, a bank, any shop or supermarket, attendance at an education course, a cinema, a restaurant, and so on.For each of these services, ask yourself
3 Visit an IKEA superstore and a smaller furniture store. Observe how the shop operates, for example, where customers go, how staff interact with them, how big it is, how the shop has chosen to use its space, what variety of products it offers, and so on. Talk with the staff and managers if you
2 Described as having ‘ revolutionised the concept of sandwich making and eating’, Prêt A Manger opened their first shop in the mid-1980s, in London. Now they have over 130 shops in the UK, New York, Hong Kong and Tokyo. They say that their secret is to focus continually on quality, in all its
1 Quentin Cakes make about 20,000 cakes per year in two sizes, both based on the same recipe. Sales peak at Christmas time when demand is about 50 per cent higher than in the more quiet summer period. Their customers (the stores who stock their products) order their cakes in advance through a
3 What would you recommend to the company if they asked you to advise them in improving their operations?
2 Draw a 4Vs profile for the company’s products/services
1 Why is operations management important in CDS?
5. Are operations and process decision-making appropriate?
4. Are processes managed to reflect their operating circumstances?
3. Does operations and process management have a strategic impact?
2. Does the organisation take a process perspective?
1. Does the organisation understand the potential of operations and process management?
What is operations management? Define OM. Compare it to P/OM.Distinguish between P/OM and POM.
What are the differentiating characteristics of services when compared to those of manufacturing? Illustrate the distinctive aspects of each by naming industries and citing specific companies that represent each.
To what category of P/OM does hotel management belong? What fixed and variable costs are appropriate for this industry?
To what category of P/OM does agricultural management belong? What fixed and variable costs are appropriate for this industry?
To what category of P/OM does healthcare management belong? What fixed and variable costs are appropriate for this industry?
How do information systems relate to operations management?
Why is the systems approach essential to assure real participation of P/OM in a firm? What does the systems approach have to do with company strategy?
What types of costs are usually associated with inputs? Give specific examples from the education field.
What costs are identified with the equipment that provides transformations?Give specific examples from the fields of manufacturing and transportation.
How do outputs convert into dollars of revenue? How are these dollars related to fixed and variable costs as described in Questions 3, 4, and 5?
Explain the stages of P/OM development and try to identify some companies that might be representative of each stage.
What changes have occurred over time in the following profit model?P = ( p − n)Q − FC.
Describe career paths of P/OM for both manufacturing and service systems.
Would a human factor analysis (statistical) of the length of feet correlated with the width of feet and the height and weight of a person (for each gender)result in shoe sizes that better accommodated customers?
Would an ergonomic analysis (statistical) of the length of legs for slacks correlated with the waist of those slacks and the height and weight of a person (for each gender) result in slack and trouser sizes that fit their customers better?
What differences exist between human factor studies and ergonomic studies?
Develop the transformation process to (a) make wine, (b) bake bread, and(c) produce wooden lead pencils (consult http://science.howstuffworks.com/question465.htm).
Draw the input–output model that could be used to run a successful restaurant.Label the variable costs for labor and materials, and detail those costs.What fixed costs apply to this model?
Draw an input–output model for a Starbucks store. Label as many of the specific and detailed inputs and outputs as you can. (Figure 1.7 is a model of categories to include.) What transformations link inputs with outputs? (It is helpful to visit a Starbucks store. Observe operations. If possible,
Repeat what you have done in Problem 3 for a Dunkin’ Donuts store. Make a detailed comparison between Starbucks and Dunkin’ Donuts.
A manufacturing plant and equipment cost $150 million and are estimated to have a lifetime of 25 years. Straight-line depreciation is to be used. Additional fixed costs per year are $4 million. Variable costs are $1.25 and price is set at $3.25. State annual profit when annual volume, in million
A call center and its equipment cost $120 million and are estimated to have a lifetime of 30 years. Straight-line depreciation is to be used. Additional fixed costs per year are $6 million. Variable costs are $2.50; price is set at $3.75.State annual profit (or loss) if annual volume in millions of
A manufacturing plant and equipment cost $200 million and are estimated to have a lifetime of 20 years. Straight-line depreciation is to be used. Additional fixed costs per year are $5.5 million. Variable costs are $1.50 and price is set at$2.50. What will annual profit be if the annual volume is
A service center has installed a new computer system with local area networking at a cost of $1.6 million. The system is expected to serve for 8 years, and straight-line depreciation is acceptable. There are additional fixed costs of$300,000 per year. This service repair center charges each
Four companies are described as follows. Characterize each in terms of the stage of P/OM development that seems appropriate. Classify each situation and explain the reason for the classification used.a. This manufacturer pays little attention to the quality of the product. The owner is convinced
Why is productivity a crucial element of strategic planning?
Why is productivity measurement vital to P/OM?
Why is productivity measurement vital to national government economists?
What is the importance of productivity measurement to marketing management?
What role does the systems approach play with respect to productivity measurement?
What is good and bad about bureaucracy with respect to productivity? In 1922, the German sociologist, Max Weber wrote that bureaucracy is the most efficient and rational way to organize human activity (economy and society).He considered bureaucracy as a major organizational advance over what
How does the division of labor concept help a market research firm put together a report for a client?
What is the value of knowing about the six historical steps in the development of production theory? Is the suggested seventh step likely to have an impact on the future of operations management?
How does the concept of interchangeable parts apply toa. vacuum cleaners?b. jigsaw puzzles?c. flashlights?
What is meant by lean (or agile) production systems?
How does business going global create new problems or opportunities for P/OM?
What relationship connects productivity and price–demand elasticity?
What relationship connects productivity and quality–demand elasticity? Is price implicitly included?
What are economies of scale? How do they relate to productivity and the systems approach?
How does telecommuting relate to productivity?
What are the good and the bad attributes of the “newsroom” or “open room”office setting?
Explain why consideration of flexibility in the office leads to evaluation of telecommuting.
Discuss the pros and cons of telecommuting.
What are two kinds of modularity?
How does modular production raise productivity?
Company X considers the ratio: number of complaints per day/number of employees needed to handle those complaints, as a productivity measure that is best when it is large.−− What explains the company’s point of view?−− To a systems thinker, there is something wrong with this point of
Collectors of vinyl records are paying substantial sums for poor recordings of songs that can be purchased with much higher quality in digital form at far lower prices.−− What is the anomaly that drives this situation?−− Can an entrepreneur profit from this effect?−− Does this
Calculate the labor productivity for PCCorp with respect to units shipped. In place of fixed cost, use sales; set variable cost (VC) to zero; in place of selling price (SP), use labor cost. Breakeven volume in solution is equivalent to labor productivity.
Calculate the MFP composed of labor and capital for units shipped plus finished goods for PCCorp. In place of fixed cost, use sales + finished goods; set variable cost to zero; in place of selling price, use labor cost + capital expenses.Breakeven volume in solution is equal to MFP.
What is PCCorp’s total productivity? Abbreviating, in place of FC use sales + FG + WIP; VC = 0; in place of SP, use total of all costs. BEV in solution is equal to total productivity.
What is PCCorp’s capital productivity? For FC, use sales + FG + WIP;VC = 0; SP = capital expenses. BEV is capital productivity.
The value of the units shipped must be reduced because $350,000 worth of them have been returned as defective. Of the finished goods units (FG),$150,000 worth been returned as defective. All WIP units are within tolerances. Rework on the defective units reduces their value by 70%. What is the cost
Calculate the MFP composed of capital, materials, and energy consumed for the total reworked output, which consists of units shipped plus FG plus WIP.
Productivity measures the ratio output values to the cost of inputs. Good productivity is shown by high ratio values; improved productivity is shown by higher ratio values over time. Does the following equation capture the meaning of productivity?Productivity = pV/(vc)V, where, p is the price per
Because V is in both the numerator and the denominator of the productivity equation, Productivity = pV/(vc)V.Reduce the equation to: productivity = p/vc and interpret the results.Is productivity well described by the ratio of price per unit to variable cost per unit?
What is suboptimization and why is it a concern of P/OM?
What is meant by the statement “P/OM is a scarce resource”?
What is a time series? How would it be used to make predictions about emerging technological developments?
Is there a basis for predicting periods of prosperity and of economic slowdowns on the basis of cycles?
What are life-cycle stages? Why does the concept of life-cycle stages unite P/OM with other members of the organization in using the systems approach?
Detail the life-cycle stages of new products and explain them for both goods and services.

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Production And Operations Management Systems 1st Edition Sushil Gupta; Martin Starr - Solutions

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