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

Some people tend to use the terms effectiveness and efi ciency interchangeably, though we’ve seen they are different concepts. But is there any relationship at all between them? Can a i rm be effective but inefi cient? Very efi cient but essentially ineffective? Both? Neither? LO.1
Which current issue in OSCM relates to the ability of a i rm to maintain balance in a system, considering the ongoing economic, employee, and environmental viability of the i rm? LO.1
Operations and supply chain leverage the vast amount of data in enterprise resource planning systems to make decisions related to managing resources. LO.1
Order the following major concepts that have helped dei ne the OSCM i eld on a time line. Use 1 for the earliest concept to be introduced, and 5 for the most recent.Supply chain management Manufacturing strategy Business analytics Total quality management Electronic commerce LO.1
What high-level position manager is responsible for working with the CEO and company president to determine the company’s competitive strategy? LO.1
What are the three elements that require integration to be successful in operations and supply chain management? LO.1
A type of process that moves products to warehouses or customers. LO.1
Perot Corporation is developing a new CPU chip based on a new type of technology. Its new chip, the Patay2 chip, will take two years to develop. However, because other chip manufacturers will be able to copy the technology, it will have a market life of two years after it is introduced. Perot
Why would subcontractors for a government project want their activities on the critical path? Under what conditions would they try to avoid being on the critical path?LO4–3 LO.1
Discuss the graphic presentations in Exhibit 4.11. Are there any other graphic outputs you would like to see if you were project manager? LO.1
Why is it important to use earned value management (EVM) in the overall management of projects? Compare to the use of baseline and current schedules only. LO.1
Consider the EVM charts in Exhibit 4.12. Are there any other measures you might want to use in the management of a project? What are some controllable variables that may affect the costs being tracked?LO4–4 LO.1
Match the following characteristics with their relevant project team organizational structures.The project is housed within a functional division of the i rm. A Pure project A project manager leads personnel from different functional areas.B CFunctional project Matrix project Personnel work on a
The following activities are part of a project to be scheduled using CPM:Activity Immediate Predecessor Time (weeks)A BC DE FG—A AC B, D DE, F 63 72 43 7a. Draw the network.b. What is the critical path?c. How many weeks will it take to complete the project?d. How much slack does activity B
Schedule the following activities using CPM:Activity Immediate Predecessor Time (weeks)A BC DE FG H—A AB C, D DF E, G 14 32 52 23a. Draw the network.b. What is the critical path?c. How many weeks will it take to complete the project?d. Which activities have slack, and how much? LO.1
What are some reasons project scheduling is not done well?LO4–2 LO.1
The incorporation of environmental considerations into the design and development of products or services. LO.1
What are IKEA’s competitive priorities? LO.1
Describe IKEA’s process for developing a new product. LO.1
What would be important criteria for selecting a site for an IKEA store? LO.1
Which one of the three new service requirements would a dental spa least likely pass: service experience i t, operational i t, or i nancial impact? Why? LO.1
What are some of the main areas of complexity and divergence in this kind of operation relative to the standard dental clinic? LO.1
An organization capable of manufacturing or purchasing all the components needed to produce a i nished product or device. LO.1
The one thing that a company can do better than its competitors. LO.1
A useful tool for the economic analysis of a product development project. LO.1
An approach that uses interfunctional teams to get input from the customer in design specii cation. LO.1
A matrix of information that helps a team translate customer requirements into operating or engineering goals. LO.1
The greatest improvements from this arise from simplii cation of the product by reducing the number of separate parts. LO.1
The R&D department is planning to bid on a large project for the development of a new communication system for commercial planes. The accompanying table shows the activities, times, and sequences required:Activity Immediate Predecessor Time (weeks)A BC DE FG HI—A AA BC, D D, F DE, G, H 32 44 66
The following represents a project that should be scheduled using CPM:Activity Immediate Predecessors Times (days)a m b AB CD EF GH——A AB C, D D, E F, G 11 12 33 12 32 23 44 44 53 34 11 56 5a. Draw the network.b. What is the critical path?c. What is the expected project completion time?d. What
There is an 82 percent chance the project below can be completed in X weeks or less.What is X?C B D EA Activity Most Optimistic Most Likely Most Pessimistic AB CD E2 31 64 53 38 711 35 10 10 LO.1
Your boss would like you to study the impact of making two changes to how the project is organized.The i rst change involves using dedicated teams that would work strictly in parallel on the activities in each subproject. For example, in subproject P (product specii cations) the team would work on
The second change your boss would like you to consider would be to select the suppliers during subproject P and have them work directly with the dedicated teams as described in problem LO.1
This would involve adding an additional activity to subproject P called supplier selection and contract negotiation (P5) with a duration of 12 weeks. This new activity would be done in parallel with P1, P2, P3, and P4. Subprojects S and V would be eliminated from the project. What would be the
Evaluate the impact of making these changes using criteria other than just the time to complete the project.Do you think it would be in Nokia’s best interest to try to make these changes in how it runs this and future cell phone design projects? LO.1
A project structured where a self-contained team works full time on the project. LO.1
Specii c events that upon completion mark important progress toward completing a project. LO.1
This dei nes the hierarchy of project tasks, subtasks, and work packages. LO.1
Pieces of work in a project that consume time to complete. LO.1
A chart that shows both the time and sequence for completing the activities in a project. LO.1
Activities that in sequence form the longest chain in a project. LO.1
The difference between the late and early start time for an activity. LO.1
When activities are scheduled with probabilistic task times. LO.1
The procedure used to reduce project completion time by trading off time versus cost. LO.1
The following table represents a plan for a project:Job No. Predecessor Job(s)Times (days)a m b 12 34 56 78 910 11—1 11 23 45, 6 87 9, 10 21 43 11 12 23 53 25 43 28 44 47 43 12 11 53 96 12 58a. Construct the appropriate network diagram.b. Indicate the critical path.c. What is the expected
A construction project is broken down into the following 10 activities:Activity Immediate Predecessor Time (weeks)1 23 45 67 89 10—1 11 2, 3 34 56, 7 8, 9 42 43 56 23 57a. Draw the network diagram.b. Find the critical path.c. If activities 1 and 10 cannot be shortened, but activities 2 through 9
Here is a network with the activity times shown in days:G(5)F(4)E(2)D(5)C(4)B(3)A(7)a. Find the critical path.b. The following table shows the normal times and the crash times, along with the associated costs for each activity.Activity Normal Time Crash Time Normal Cost Crash Cost AB CD EF G7 34 52
The home ofi ce billing department of a chain of department stores prepares monthly inventory reports for use by the stores’ purchasing agents. Given the following information, use the critical path method to determine:a. How long the total process will take.b. Which jobs can be delayed without
For the network shown:G(4)D(6)C(8)B(10)A(5) E(7)F(4)a. Determine the critical path and the early completion time in weeks for the project.b. For the data shown, reduce the project completion time by three weeks. Assume a linear cost per week shortened, and show, step by step, how you arrived at
The following CPM network has estimates of the normal time in weeks listed for the activities:A(7)B(2) D(5) F(4)G(5)C(4) E(2)a. Identify the critical path.b. What is the length of time to complete the project?c. Which activities have slack, and how much?d. Here is a table of normal and crash times
Bragg’s Bakery is building a new automated bakery in downtown Sandusky. Here are the activities that need to be completed to get the new bakery built and the equipment installed.Activity Predecessor Normal Time (Weeks)Crash Time(Weeks)Expediting Cost/Week AB CD EF—A AB, C CD, E 98 15 510 26 510
Assume the network and data that follow:Activity Normal Time (weeks)Normal Cost Crash Time(weeks)Crash Cost Immediate Predecessors AB CD EF G2 48 67 45$ 50 80 70 60 100 40 100 12 45 63 4$ 70 160 110 80 130 100 150—A AA BD C, E, Fa. Construct the network diagram.b. Indicate the critical path when
Your project to obtain charitable donations is now 30 days into a planned 40-day project. The project is divided into 3 activities. The i rst activity is designed to solicit individual donations. It is scheduled to run the i rst 25 days of the project and to bring in $25,000. Even though we are 30
We estimate that, even though we should have 83 percent (25y30) of this activity complete, it is actually only 50 percent complete. This part of the project was scheduled to bring in $150,000 in donations. The i nal activity is for matching funds.This activity is scheduled to run the last 10 days
A key assumption related to the resources needed to complete activities when using the critical path method. LO.1
Sustaining Our People— Create an environment where people can live life to the fullest, even from 9 to 5. LO.1
What are the two characteristics of a product or service that dei ne quality? LO.1
A diagram that shows how a company’s strategy is delivered by a set of supporting activities is called a . LO.1
In implementing supply chain strategy, a i rm must minimize its total cost without compromising the needs of its . LO.1
What is dei ned as the likelihood of disruption that would impact the ability of a company to continuously supply products or services? LO.1
Risks caused by natural or manmade disasters, and therefore impossible to reliably predict, are called . LO.1
The assessment of the probability of a negative event against the aggregate severity of the related loss is called LO.1
Live Trap Corporation received the data below for its rodent cage production unit. Find the total productivity.Output Input 50,000 cages Production time 620 labor hours Sales price: $3.50 per unit Wages $7.50 per hour Raw materials (total cost) $30,000 Component parts (total cost) $15,350 LO.1
Two types of cars (Deluxe and Limited) were produced by a car manufacturer last year.Quantities sold, price per unit, and labor hours follow. What is the labor productivity for each car? Explain the problem(s) associated with the labor productivity.Quantity $/Unit Deluxe car 4,000 units sold
A U.S. manufacturing company operating a subsidiary in an LDC (less-developed country) shows the following results:U.S. LDC Sales (units) 100,000 20,000 Labor (hours) 20,000 15,000 Raw materials (currency) $20,000 FC 20,000 Capital equipment (hours) 60,000 5,000a. Calculate partial labor and
Various i nancial data for the past two years follow. Calculate the total productivity measure and the partial measures for labor, capital, and raw materials for this company for both years. What do these measures tell you about this company?Last Year This Year Output: Sales $200,000 $220,000
What are the two main competitive dimensions related to product delivery? LO.1
What is the term used to describe product attributes that attract certain customers and can be used to form the competitive position of a i rm? LO.1
How often should a company develop and rei ne the operations and supply chain strategy? LO.1
Sustaining Our Business—Grow slower, grow better, and stick around longer. LO.1
Sustaining Our Brands—Make what people actually need. Never compromise quality. LO.1
What is meant by a triple bottom line strategy? Give an example of a company that has adopted this type of strategy. LO.1
Find examples where companies have used features related to environmental sustainability to win new customers. LO.1
Why does the proper operations and supply chain strategy keep changing for companies that are world-class competitors? LO.1
What do the expressions order winner and order qualii ers mean? What was the order winner for your last major purchase of a product or service? LO.1
Pick a company that you are familiar with and describe its operations strategy and how it relates to winning customers. Describe specii c activities used by the company that support the strategy (see Exhibit 2.3 for an example). LO.1
At times in the past, the dollar showed relative weakness with respect to foreign currencies such as the yen, euro, and pound. This stimulated exports. Why would long-term reliance on a lower-valued dollar be at best a short-term solution to the competitiveness problem? LO.1
What do we mean when we say productivity is a relative measure? LO.1
Shell Oil Company’s motto “People, Planet and Proi t” is a real-world implementation of what OSCM concept? LO.1
A i rm’s strategy should describe how it intends to create and sustain value for. LO.1
What is the term used to describe individuals or organizations that are inl uenced by the actions of a i rm? LO.1
A parcel delivery company delivered 103,000 packages last year, when its average employment was 84 drivers. This year the i rm handled 112,000 deliveries with 96 drivers.What was the percentage change in productivity over the past two years? LO.1
Discuss design-based incrementalism, which is frequent product redesign throughout the product’s life. What are the pros and cons of this idea?LO3–3 LO.1
Do the concepts of complexity and divergence apply to an online sales company such as Dell Computer?LO3–4 LO.1
What factors must be traded off in the product development process before introducing a new product?LO3–5 LO.1
Which phase of the generic development process involves construction and evaluation of multiple preproduction versions of the product? LO.1
Match the following product types to the appropriate product development description.Technology-push products A. Entail unusually large uncertainties about the technology or market. The development process takes steps to address those uncertainties.Platform products B. A i rm with a new proprietary
Designing products for aesthetics and with the user in mind is generally called what? LO.1
The i rst step in developing a house of quality is to develop a list of . LO.1
The purpose of value analysis/value engineering is to . LO.1 LO3–3
What are the three general factors that determine the i t of a new or revised service process?LO3–5 LO.1
Measures of product development success can be organized in to what three categories? LO.1
How does the QFD approach help? What are some limitations of this approach? LO.1
Describe the generic product development process described in the chapter. How does the process change for technology-push products?LO3–2 LO.1
The kitchen appliance market. In the kitchen appliance market, small electric motors are used to produce can openers, food processors, blenders, breadmakers, and fans. LO.1
Compare the assembly line in China to that in San Francisco along the following dimensions: (1) volume or rate of production, (2) required skill of the workers, (3) level of automation, and (4) amount of raw materials and i nished goods inventory. LO.1
A strategy that is designed to meet current needs without compromising the ability of future generations to meet their needs. LO.1
The three criteria included in a triple bottom line. LO.1
The eight operations and supply chain competitive dimensions. LO.1
It is probably most difi cult to compete on this major competitive dimension. LO.1

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

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