Operations And Supply Chain Management 14th Edition F. Robert Jacobs , Richard Chase - Solutions

List at least three signii cant ways in which service systems differ from manufacturing systems. LO.1
Consider a department store. Which departments probably should not be located near each other? Would any departments benei t from close proximity? LO.1
Service systems can generally be categorized according to this characteristic that relates to the customer. LO.1
Design a process that meets your requirements. Describe it by using a l owchart similar to that shown in Exhibit 9.5. LO.1
Make a list of pizza delivery process design requirements.Associate with each requirement a measure that would ensure that the process meets the requirement. LO.1
Combine your list with the lists of a few other class members and categorize the items under a series of major headings. LO.1
Make a list of pizza delivery attributes that are important to you as a customer. LO.1
List at least four characteristics of a well-designed service system. LO.1
What are the Three Ts relevant to poka-yokes in service systems? LO.1
Flowcharts are a common process design and analysis tool used in both manufacturing and services. What is a key feature on l owcharts used in service operations that differentiates between the front-ofi ce and back-ofi ce aspects of the system? LO.1
As the degree of customer contact increases in a service system, what worker skills would be more important, clerical skills or diagnostic skills? LO.1
Some suggest that customer expectation is the key to service success. Give an example from your own experience to support or refute this assertion. LO.1
Behavioral scientists suggest that we remember events as snapshots, not movies. How would you apply this to designing a service? LO.1
List some occupations or sporting events where the ending is a dominant element in evaluating success.LO9–2 LO.1
A layout where the work to make an item is arranged in progressive steps and work is moved between the steps at i xed intervals of time. LO.1
Three terms commonly used to refer to a layout where similar equipment or functions are grouped together. LO.1
What other issues might Toshihiro consider when bringing the new assembly line up to speed? LO.1
Can the assembly line produce 300 units per day without using overtime? LO.1
What about running the line at 300 units per day? If overtime were used with the engineers’ initial design, how much time would the line need to be run each day? LO.1
How should the line be redesigned to operate at the initial 250 units per day target, assuming that no overtime will be used? What is the efi ciency of your new design? LO.1
When it is running at maximum capacity, what is the efi ciency of the line relative to its use of labor?Assume that the supporter is not included in efi -ciency calculations. LO.1
What are the three terms used to describe the parts of a service operation that have social signii cance? LO.1
What is the term used to refer to the physical surroundings in which service operations occur and how these surroundings affect customers and employees? LO.1
In manufacturing layout design, the key concern is the resulting efi ciency of the operation.In retail service operations, what is the primary concern or objective? LO.1
How would a l owchart help in planning the servicescape layout? What sorts of features would act as focal points or otherwise draw customers along certain paths through the service? In a supermarket, what departments should be located i rst along the customers’path? Which should be located last?
A measure used to evaluate a workcenter layout. LO.1
This is a way to shorten the cycle time for an assembly line that has a task time that is longer than the desired cycle time. Assume that it is not possible to speed up the task, split the task, use overtime, or redesign the task. LO.1
This involves scheduling several different models of a product to be produced over a given day or week on the same line in a cyclical fashion. LO.1
Relative to the behavioral science discussion, what practical advice do you have for a hotel manager to enhance the ending of a guest’s stay in the hotel? LO.1
What is the service package of your college or university? LO.1
It is cost-effective. There is minimum waste of time and resources in delivering the service. Even if the service outcome is satisfactory, customers are often put off by a service company that appears inefi cient. LO.1
It manages the evidence of service quality in such a way that customers see the value of the service provided. Many services do a great job behind the scenes but fail to make this visible to the customer. This is particularly true where a service improvement is made. Unless customers are made aware
It provides effective links between the back ofi ce and the front ofi ce so that nothing falls between the cracks. In football parlance, there should be “no fumbled handoffs.” LO.1
It is structured so that consistent performance by its people and systems is easily maintained. This means the tasks required of the workers are doable, and the supporting technologies are truly supportive and reliable. LO.1
It is user-friendly. This means that the customer can interact with it easily—that is, it has good signage, understandable forms, logical steps in the process, and service workers available to answer questions. LO.1
Each element of the service system is consistent with the operating focus of the i rm. For example, when the focus is on speed of delivery, each step in the process should help foster speed. LO.1
What is the efi ciency of an assembly line that has 25 workers and a cycle time of 45 seconds? Each unit produced on the line has 16 minutes of work that needs to be completed based on a time study completed by engineers at the factory. LO.1
A i rm is using an assembly line and needs to produce 500 units during an eight-hour day. What is the required cycle time in seconds? LO.1
A term used to refer to the physical surroundings in which a service takes place and how these surroundings affect customers and employees. LO.1
If you wanted to produce 20 percent of one product(A), 50 percent of another (B), and 30 percent of a third product (C) in a cyclic fashion, what schedule would you suggest? LO.1
As the degree of customer contact increases in a service operation, what generally happens to the efi ciency of the operation? LO.1
Improvement that derives from people repeating a process and gaining skill or efi ciency. LO.1
Contract phase-out. Though not relevant to all contract situations, the point should be made that the learning curve may begin to turn upward as a contract nears completion.This may result from transferring trained workers to other projects, nonreplacement of worn tooling, and reduced attention to
Changes in purchasing practices, methods, and organization structure. Obviously, signii cant adjustments in any of these factors will affect the production rate and, hence, the learning curve. Likewise, the institution of preventive maintenance programs, zero-defect programs, and other schemes
Changes in indirect labor and supervision. Learning curves represent direct labor output, but if the mix of indirect labor and supervision changes, it is likely that the productivity of direct labor will be altered. We expect, for example, that more supervisors, repairpersons, and material handlers
Preproduction versus postproduction adjustments. The amount of learning shown by the learning curve depends both on the initial unit(s) of output and on the learning percentage. If there is much preproduction planning, experimentation, and adjustment, the early units will be produced more rapidly
Built-in production bias through suggesting any learning rate. If a manager expects an 80 percent improvement factor, he or she may treat this percentage as a goal rather than as an unbiased measure of actual learning. In short, it may be a “self-fuli lling prophecy.” This, however, is not
Learning on new jobs versus old jobs. The newer the job, the greater will be the improvement in labor hours and cost. Conversely, when production has been under way for a long time, improvement will be less discernible. For example, for an 80 percent learning curve situation, the improvement
Individual learning and incentives. Extensive research indicates a rather obvious fact: In order to enhance worker learning, there must be adequate incentives for the worker and the organization. (It should be noted, however, that the concept of incentives may be broadened to include any of the
Analyze the similarities and differences between the proposed start-up and previous start-ups and develop a revised learning percentage that appears to best i t the situation. LO.1
Assume that it will be the same as it has been for the same or similar products. LO.1
Assume that the learning percentage will be the same as it has been for previous applications within the same industry. LO.1
The reduction in time will follow a predictable pattern. LO.1
The unit time will decrease at a decreasing rate. LO.1
The amount of time required to complete a given task or unit of a product will be less each time the task is undertaken. LO.1
Do you think learning curve analysis has an application in a service business like a restaurant?Why or why not?LO6–2 LO.1
The line that shows the relationship between the time to produce a unit and the cumulative number of units produced. LO.1
Omega Technology is starting production of a new supercomputer for use in large research universities. It has just completed the i rst unit, which took 120 labor hours to produce. Based on its experience, it estimates its learning percentage to be 80 percent.How many labor hours should it expect
As a manager, which learning percentage would you prefer (other things being equal), 110 percent or 60 percent? Explain.LO6–3 LO.1
In a service process such as the checkout counter in a discount store, a good target for capacity utilization is about this percent. LO.1
In considering a capacity expansion we have two alternatives.The i rst alternative is expected to cost$1,000,000 and has an expected proi t of $500,000 over the next three years. The second alternative has an expected cost of $800,000 and expected proi t of$450,000 over the next three years. Which
AlwaysRain Irrigation, Inc., would like to determine capacity requirements for the next four years. Currently two production lines are in place for making bronze and plastic sprinklers. Three types of sprinklers are available in both bronze and plastic: 90-degree nozzle sprinklers, 180-degree
Hoosier Manufacturing operates a production shop that is designed to have the lowest unit production cost at an output rate of 100 units per hour. In the month of July, the company operated the production line for a total of 175 hours and produced 16,900 units of output. What was its capacity
A manufacturing shop is designed to operate most efi ciently at an output of 550 units per day. In the past month the plant produced 490 units. What was its capacity utilization rate last month? LO.1
What are some major capacity considerations in a hospital? How do they differ from those of a factory? LO.1
Consider the example in Exhibit 5.5. Can you think of anything else you might do with that example that would be helpful to the ultimate decision maker?LO5–4 LO.1
Will the use of decision tree analysis guarantee the best decision for a i rm? Why or why not? If not, why bother using it? LO.1
What are some reasons for a plant to maintain a capacity cushion? How about a negative capacity cushion?LO5–3 LO.1
What is capacity balance? Why is it hard to achieve? What methods are used to deal with capacity imbalances? LO.1
Management may choose to build up capacity in anticipation of demand or in response to developing demand. Cite the advantages and disadvantages of both approaches. LO.1
At i rst glance, the concepts of the focused factory and capacity l exibility may seem to contradict each other. Do they really?LO5–2 LO.1
What are some capacity balance problems faced by the following organizations or facilities?a. An airline terminalb. A university computing labc. A clothing manufacturer LO.1
List some practical limits to economies of scale; that is, when should a plant stop growing? LO.1
Suppose that AlwaysRain Irrigation’s marketing department will undertake an intense ad campaign for the bronze sprinklers, which are more expensive but also more durable than the plastic ones. Forecast demand for the next four years is Yearly Demand 1 (in 000s) 2 (in 000s) 3 (in 000s) 4 (in
In anticipation of the ad campaign, AlwaysRain bought an additional bronze machine.Will this be enough to ensure that enough capacity is available? LO.1
Suppose that operators have enough training to operate both the bronze machines and the injection molding machine for the plastic sprinklers. Currently AlwaysRain has 10 such employees. In anticipation of the ad campaign described in problem 5, management approved the purchase of two additional
We have this when we have the ability to serve more customers than we expect to have to serve. LO.1
Term that describes when multiple (usually similar)products can be produced in a facility less expensively than a single product. LO.1
A facility that limits its production to a single product or a set of very similar products. LO.1
The concept that relates to gaining efi ciency through the full utilization of dedicated resources, such as people and equipment. LO.1
The level of capacity for which a process was designed and at which it operates at minimum cost. LO.1
Develop a similar table to show the effects of adding operations on Saturday. (Assume that 30 operations would still be performed each day.) How would this affect the utilization of the bed capacity?Is this capacity sufi cient for the additional patients? LO.1
How well is the hospital currently utilizing its beds? LO.1
What capacity problems are encountered when a new drug is introduced to the market? LO.1
Improvement that comes from changes in administration, equipment, and product design. LO.1
Why might it be difi cult to develop a manufacturing cell?LO8–2 LO.1
Work overtime. Producing at a rate of one every 40 seconds would create 675 per day, 75 short of the needed LO.1
Use a more skilled worker. Because this task exceeds the workstation cycle time by just 11 percent, a faster worker may be able to meet the 36-second time. LO.1
Use parallel workstations. It may be necessary to assign the task to two workstations that would operate in parallel. LO.1
Share the task. Can the task somehow be shared so an adjacent workstation does part of the work? This differs from the split task in the i rst option because the adjacent station acts to assist, not to do some units containing the entire task. LO.1
Space availability within the facility itself or, if this is a new facility, possible building coni gurations. LO.1
Space requirements for the elements in the layout. LO.1
Processing requirements in terms of number of operations and amount of l ow between the elements in the layout. LO.1
Estimates of product or service demand on the system. LO.1
Specii cation of the objectives and corresponding criteria to be used to evaluate the design. The amount of space required and the distance that must be traveled between elements in the layout are common basic criteria. LO.1
The relationship between how different layout structures are best suited depending on volume and product variety characteristics is depicted on this type of graph. LO.1
This is a production layout where similar products are made. Typically it is scheduled on an as-needed basis in response to current customer demand. LO.1
A i nished goods inventory on average contains 10,000 units. Demand averages 1,500 units per week. Given that the process runs 50 weeks a year, what is the expected inventory turn for the inventory? Assume that each item held in inventory is valued at about the same amount. LO.1
If a production process makes a unit every two hours and it takes 42 hours for the unit to go through the entire process, then the expected work-in-process is equal to this. LO.1
A i rm that designs and builds products from scratch according to customer specii cations would have this type of production environment. LO.1

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Operations And Supply Chain Management 14th Edition F. Robert Jacobs , Richard Chase - Solutions

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