Production/operations Management 5th Edition William J Stevenson - Solutions

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What approach should be taken to establish realistic expectations for fire and emergency services?
How could this situation have been avoided?
What factors have contributed to the current situation?
What is the primary issue in this case?
14. What is concurrent engineering, and why is it important?
13. Explain the term robust design.
12. Name two factors that could make service design much different than product design.
11. What is service blueprinting? Why is it of value in service design?
10. Why is R&D a key factor in productivity improvement? Name some ways R&D contributes to productivity improvements.
9. What is meant by the term product life cycle? Why would this be a consideration in product design?
8. Explain what quality function deployment is and how it can be useful.
7. What are some of the competitive advantages of concurrent engineering?
6. Explain the term design for manufacturing and briefly explain why it is important.
5. What is modular design? What are its main advantages and disadvantages?
4. Name some of the main advantages and disadvantages of standardization.
3. What is CAD? Describe some of the ways a product designer can use it.
2. Contrast applied research and basic research.
1. What are some of the factors that cause organizations to redesign their products or services?
6. Define reliability, perform simple reliability computations, and suggest possible ways of improving reliability.
5. Describe the contributions of R&D to product and service design.
4. Discuss the concept of modular design, including its advantages and disadvantages.
3. Explain the concept of standardization and discuss its advantages and disadvantages.
2. Describe the design process.
1. Discuss the importance of product and service design.
7. Explain how cause-and-effect (fishbone) diagrams are used in problem solving.
6. Explain how the Pareto technique is used to analyze problems.
5. Understand how the 5W2H approach functions in the improvement process.
4. Explain the plan-do-check-act cycle.
3. Describe the methods and tools used in continuous improvement.
2. Describe the continuous improvement process.
1. Discuss the concept of continuous improvement, why it is important, and management requirements.
9. Name some criticisms of TQM programs.
8. Name some criticisms of the Baldrige Award.
7. Describe the major elements of total quality management (TQM) approach.
6. How does modern quality management differ from the "inspection" approach?
5. List the four determinants of quality.
4. Use the dimensions of quality to describe typical characteristics of these products and services:a. A television setb. A restaurant meal (product)c. A restaurant meal (service)d. Painting a house
3. What are some possible consequences of poor quality?
2. Explain the terms quality of design and quality of conformance.
1. List and briefly explain the dimensions of quality.
7. Discuss total quality management and explain the widespread interest in it.
6. Discuss the philosophies of four quality gurus.
5. Contrast the modern approach to quality with the "inspection" approach.
4. List various costs associated with quality.
3. Discuss the determinants of quality.
2. Explain why quality is important, and consequences of poor quality.
13. Explain why a systems approach to productivity improvements would be beneficial and why, without that perspective, actual improvements might end up being less than anticipated.
12. What information does a decision maker need in order to perform an expected-value analysis of a problem? What options are available to the decision maker if the probabilities of the states of nature are unknown? Can you think of a way sensitivity analysis might be used in such a case?
11. Explain or define each of these terms:a. Laplace criterion.b. Minimax regret.c. Expected value.d. Expected value of perfect information.
10. What is a systems approach, and how can failure to use this approach lead to poor decisions?
9. Under what circumstances is expected monetary value appropriate as a decision criterion?When isn't it appropriate?
8. Contrast maximax and maximin decision strategies. Under what circumstances is each appropriate?
7. What is sensitivity analysis, and how can it be useful to a decision maker?
6. What information is contained in a payoff table?
5. What are some of the reasons that poor decisions are made?
4. Explain the term suboptimization.
3. Explain the term bounded rationality.
2. Outline the steps in the decision-making process.
1. What is the chief role of the operations manager?
9. Conduct sensitivity analysis on a simple decision problem.
8. Compute the expected value of perfect information.
7. Construct a decision tree and use it to solve a problem.
6. Describe and use the expected-value approach.
5. Describe and use techniques that apply to decision making under uncertainty.
4. Describe the different environments under which operations decisions are made.
3. List some causes of poor decisions.
2. Outline the steps in the decision-making process.
1. State what the chief role of an operations manager is.
14. What are some possible reasons workers and managers might oppose lean production?
13. Describe and contrast these forms of production: craft, mass production, and lean production.
12. Explain the term time-based strategies and give three examples.
11. Contrast organization strategy and operations strategy.
10. Contrast the terms strategies and tactics.
9. What are distinctive competencies and how do they relate to strategy formulation?
8. Most experts seem to agree that workers are not primarily responsible for poor productivity. Who is?
7. The United States has the highest agricultural productivity of any country in the world.What are the primary reasons for this high productivity?
6. What are the key reasons for the poor competitiveness of some companies?
5. List the key ways that organizations compete.
4. From time to time, various groups clamor for import restrictions or tariffs on foreign-produced goods, particularly automobiles. How might these be helpful? Harmful?
3. It has been said that a typical Japanese automobile manufacturer produces more cars with fewer workers than its U.S. counterpart. What are some possible explanations for this, assuming that U.S. workers are as hardworking as Japanese workers?
2. List some factors that can affect productivity and some ways that productivity can be improved.
1. What is productivity and why is it important? Who is primarily responsible for productivity in an organization?
8. Describe and give examples of time-based strategies.
7. Compare organization strategy and operations strategy, and explain why it is important to link them.
6. Contrast strategy and tactics.
5. Define the term strategy and tell why strategy is important for competitiveness.
4. List five reasons for the poor competitiveness of some U.S. companies.
3. List and briefly discuss the primary ways that business organizations compete.
2. List some of the reasons for poor productivity and some ways of improving it.
1. Define the term productivity and explain why it is important to organizations and to countries.
11. List the trade-offs you would consider for each of these decisions:a. Driving your own car versus public transportation.b. Buying a computer now versus waiting for an improved model.c. Buying a new car versus buying a used car.d. Speaking up in class versus waiting to get called on by the
10. Describe the Pareto phenomenon and tell why it is important in problem solving.
9. Contrast the terms mass production and job shop. What kinds of products does each system produce?
8. Identify some of the current trends in operations management, and relate them to recent news items or to personal experience.
7. Why are services important? Why is manufacturing important?
6. Briefly discuss each of these terms related to the historical evolution of production/operations management:a. Industrial Revolutionb. Scientific Managementc. Interchangeable partsd. Division of labor
5. List five important differences between manufacturing and service operations.
4. Contrast system design and system operation.
3. Describe the operations function and the nature of the operation manager's job.
2. Identify the three major functional areas of business organizations and briefly describe how they interrelate.

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