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operations and supply chain management
Operations And Supply Chain Management For MBAs 6th Edition Jack R. Meredith, Scott M. Shafer - Solutions
The location subcommittee’s final report to the board has focused on three acceptable communities. Table 15b in the appendix to the report indicates that the cost of locating in communities 1, 2, and 3 is approximately €400,000, €500,000, and €600,000 per year (respectively), mortgaged over
A new product involves the following costs associated with three possible locations. If demand is forecast to be 3900 units a year, which location should be selected? A Annual cost ($) 10,000 Unit variable cost ($) 10.00 Location B 40,000 2.50 25,000 6.30
Select any publically traded organization you are familiar with and calculate its CCC.
Use a weighted score model to choose between three locations(A, B, C) for setting up a factory. The weights for each criterion are shown in the following table. A score of 1 represents unfavorable, 2 satisfactory, and 3 favorable. Category Labor costs Labor productivity Labor supply Union relations
A manufacturer is considering three possible locations for its new factory. The choice depends not only on the operating costs at each location but also on the cost of shipping the product to the three regions it serves. Given the operating and distribution costs in the following tables, which
We often divide "control" into two categories: preventive and corrective. Would you classify FMEA as a tool for monitoring, preventive control, or corrective control? Explain.
Does the balanced scorecard monitor all the elements of the production system of Figure 1.1? If not, what does it miss? Does it include anything not in Figure 1.1? If so, why, and why isn't it in Figure 1.1? Strategy Value proposition Vision/mission Strategic Core frameworks capabilities Action
Since service defections are analogous to defects in products, could they be controlled with control charts in the same way? Would they use charts based on inspection of variables or attributes? Give an example(s).
Under what kinds of circumstances might an organization wish to use control limits of two standard deviations or even one standard deviation? What should it bear in mind when using these lower limits?
Why are two control charts not necessary in controlling for attributes? Might not the variability of the fraction defective or the number of defects also be going out of control?
It is generally not appropriate to apply control charts to the same data that were used to derive the mean and limits. Why? What are the two possible outcomes if this is done, how likely is each, and what are the appropriate interpretations?
In deriving the p-chart, why can the sample size vary? What must be remembered if the p-chart is applied to a different sample size each time?
Firms regularly employ a taster for drinkable food products. What is the purpose of this taster?
How is quality handled differently in service firms and prod- uct firms? Does quality mean something different in a ser- vice firm?
For many years, the balanced scorecard was seen as more appropriate for implementing strategy than for planning it. Now that the strategy map has been conceived, does this replace the balanced scorecard or does each do something different and, if so, which one is concerned with implementing
Contrast Six Sigma and BPD.
Is there any relationship between DPMO and process capability?
Measurement systems analysis focuses primarily on the variation introduced into the measurement system by human operators. Can you think of other sources of variation introduced by the measurement system beyond the human operators?
Is the DMAIC approach more applicable to projects focusing on incremental change or radical change? Why?
Are there any limitations you see associated with QFD? Benchmarking?
What phase of DMAIC do you imagine is the most important phase? What phase do you imagine takes the longest?
Suppose that a restaurant's requirements for the "4-ounce" hamburger patties that it purchased from its supplier should be between 3.4 and 4.6 ounces. Why would the restaurant be concerned about hamburgers weighing too much?
A call center has determined five types of defects can occur in processing customer calls: the customer spends too long on hold, the customer is given the wrong information, the customer rep handles the call in an unprofessional way, the customer is transferred to the wrong destination, and the
Over the last quarter, 742 shots were administered at a walk-in clinic. To be treated properly, patients must be given the correct dosage of the correct medication. During the quarter in question, it was determined that one patient received the incorrect dosage of the correct medication, another
A silk screening company prints 6000 decals per month. A random sample of 150 decals is taken every week and inspected based on four characteristics. The data for the last four weeks are summarized in the table below. Assuming that the data in the table are representative of the process, what is
A hospital made 225 medication errors last year. Of these errors, 30 percent were errors with the prescription, while 70 percent were errors made while dispensing the medication. The hospital admitted 8465 patients last year, and the patients received an average of 4.8 prescriptions per hospital
Customers of Dough Boy Ltd. have specified that pizza crusts they order should be 28-32 centimeters in diameter. Sample data recently collected indicate that Dough Boy's crusts average 30 centimeters in diameter, with a standard deviation of 1.1 centimeters. Is Dough Boy's pizza crust production
Design specifications for a bottled product are that it should contain 350-363 milliliters. Sample data indicate that the bot- tles contain an average of 355 milliliters, with a standard deviation of 2 milliliters. Is the filling operation capable of meeting the design specifications? Why or why
In your opinion, does it make more sense for an organization to merge its lean and Six Sigma programs or keep them separate?
Describe how trying to please every customer turns into a "trap" for traditional production. Aren't customization and multiple options the way of the future, particularly for differing national tastes and preferences?
The Japanese say that "a defect is a treasure." What way do they mean, and how does this relate to lean?
How smooth is a production flow where every item requires a setup? Wouldn't flows be smoother with long runs where no setups were required for days?
Does the TOC apply to services as well as to products?
One JIT consultant suggests that managers implement JIT by just removing inventories from the floor. What is likely to happen if they do this? What would the Japanese do?
With single sourcing, how does the firm protect itself from price gouging? From strikes or interruptions to supply?
How might lean apply to a service like an airline? A retailer? A university?
American managers hate to see high-paid workers sitting idle, even maintenance employees. What is the alternative?
The TOC distinguishes between process batches and transfer batches. It also recommends that process batches vary according to the economics of efficiency at each stage of production. Considering the effects of order size and size of the preceding process batch, how should transfer batches be
Consider a service you are familiar with. List examples for each of the seven categories of waste for the service.
In identifying the value stream, why is it important to go beyond the boundaries of the organization of interest?
The time between patient arrivals to the blood-drawing unit of a medical lab averages 2 minutes. The lab is staffed with two nurses who actually draw the patients' blood. The nurses work from 9:00 A.M. to 5:30 P.M. and get two 10-minute breaks and a half hour for lunch. What is the takt time for
Referring to Exercise 1, assume that additional analysis was performed and it was determined that an average of 255 patients (with a standard deviation of 30) requiring blood work come to the lab each day. It was further determined that the duration of the nurses' breaks ranged from 9 to 13.5
Why is it so hard to increase productivity in the service sector?
Identify other major differences between services and products in addition to those listed in Table 1.1. I TABLE 1.1 Characteristics of Products and Services Services Products Tangible Minimal contact with customer Intangible Extensive contact with customer Minimal participation by customer in the
Many foreign firms have been successful in the following areas: steel, autos, cameras, and televisions. Are services more protected from foreign competition? How?
It is commonly said that Japanese firms employ 10 times as many engineers per operations worker as US firms and 10 times fewer accountants. What effect would you expect this to have on their competitiveness? Why?
How might the concept of a “facilitating good” alter the way we perceive a product? A service?
Is it wise for a firm to stick to what it knows best, or should it expand its market by moving into adjoining products or services?How can it avoid losing its focus?
Can you think of any other areas of possible focus for a firm besides those identified in Table 1.3? ITABLE 1.3 Common Areas of Organizational Focus Innovation. Bringing a range of new products and services to market quickly Customization. Being able to quickly redesign and produce a product or
What core capabilities do you think China possesses? India?Japan? The United States?
According to K. Blanchard and N. V. Peale (The Power of Ethical Management, New York: Morrow, 1988), the following three ethical tests may be useful: (1) Is it legal or within company policy? (2) Is it balanced and fair in the short and long term? (3) Would you be proud if the public or your family
In responding faster to customers’ needs, where might the cost savings come from? What benefits would result?
Can you think of companies that have moved the performance frontier of their industries?
Why do Americans invest more in marketing new products while the Japanese invest more in engineering? What advantages accrue to each investment?
Using new technologies, it is not uncommon for firms to cut their response times by a factor of 10. What effect would you expect this to have on their unit costs?
What are the order winners and order qualifiers for Wal‐Mart?Toyota? BMW? Sony?
Given the recent trends in products and services, does the focus strategy or sand cone strategy seem most applicable these days?
Why don’t we see more mass customization in products and services?
Izmir National University (INU) was chartered in 2010 to facilitate Turkey ’ s expected eventual entry into the economy of Europe, via the EU. To foster growth and development in the European economy, engineering, science, and business were deemed to be the institution ’ s primary areas of
Taracare, Inc. operates a single factory in Ensenada, Mexico, where it fabricates and assembles a wide range of outdoor furniture for the US market, including chairs, tables, and matching accessories. Taracare ’ s primary production activities include extruding the aluminum furniture parts,
Frequently, the project's tasks are not well defined, and there is an urge to "get on with the work," since time is critical. How serious is it to minimize the planning effort and get on with the project?
Contrast the cost-schedule reconciliation charts with the earned value chart. Which one would a PM prefer?
How would a manager calculate the value completed for an earned value chart?
Do you think people's estimates are more accurate for opti- mistic or pessimistic activity times?
What do you think are the reasons for the tremendous growth in project management in our society?
Why doesn't it make sense to think in terms of a critical path when activity times are not known with certainty?
In calculating the probability that a project will be finished by some specified time, the probabilities of each path are multiplied together, on the assumption that the paths are independ- ent of one another. How reasonable is this assumption?
Is the stretched-S life-cycle project form more common or the exponential form? What other aspects of managing a project are affected by the nature of the project form besides budget- ing and early termination?
What do you think are the reasons for the topics of conflict among the project team in each stage of the project?
Given the powerful nature of project management software packages today, why should a project manager have to know how to construct a PERT chart or WBS?
Given the ease of use of simulation software such as Crystal Ball, what other data used in project management should probably be simulated?
Describe how to actually calculate earned value.
What does the project portfolio illustrate? How might it be useful to management?
After four years as a new start-up, e-Razor has expanded its line of programmable razors to include both linear and rotary models, as well as women's and teenagers' versions. Programming is simply done by the user through icons that adjust the speed of the cutting head, adjust the distance from the
Nutri-Sam produces a line of vitamins and nutritional supplements. It recently introduced its Nutri-Sports Energy Bar, which is based on new scientific findings about the proper balance of macronutrients. The energy bar has become extremely popular among elite athletes and others. One
The following AON chart was prepared at the beginning of an important software upgrade project. The duration, in days, follows the letter of each activity. What is the critical path? Which activities should be monitored most closely?At the end of the first week, it was noted that activity A was
Refer to Exercise 1. Compute the earliest start and finish times, the latest start and finish times, and the slack times for each activity. Also, calculate the slack for each path.Data from in exercise 1The following AON chart was prepared at the beginning of an important software upgrade project.
Given the following German autobahn repair project, find the probability of completion by 17 weeks and by 24 weeks.If the firm can complete the project within 18 weeks, it will receive a bonus of € 10,000. But if the project is delayed beyond 22 weeks, it must pay a penalty of € 5000. If the
Construct a network for the project below and find its expected completion time. Activity a b d e f g h i t. (Weeks) 3 5 3 1 3 4 2 3 1 Preceding activities None a a b b, d g, f e, h
Estimated activity times and precedences are given below:What is the probability that the project will be completed within:(a) 21 days (b) 22 days (c) 25 days Times (days) Most Activity Optimistic likely 6 7 10 3 7 5.5 7 6 3 ABCDEFI 2655 G H 8 4 2.7 Pessimistic 14 12 4 8 9 9 8 3.5 Required
Pusan Iron and Steel, located on the eastern coast of South Korea, is a major supplier of both girder and rolled steel to the emerging construction, appliance, and automobile companies of China. Due to growing sales volumes and the need for faster delivery, Pusan is converting its current single
As in the situation illustrated in Figure 2.16, an Irish Web design project at day 70 exhibits only 35 percent progress when 40 percent was planned, for an effective date of 55. Planned value was € 17,000$ at day 55 and € 24,000$ at day 70, and actual cost was € 20,000$ at day 55 and €
As in the situation shown in Figure 2.16, a project at month 2 exhibited an actual cost of $ 78,000, a planned value of $84,000, and a value completed of $81,000. Find the cost and schedule variances. Estimate the time variance.Figure 2.16:
A project at month 5 had an actual cost of $34,000, a planned value of $ 42,000, and an earned value of $ 39,000. Find the cost and schedule variances.
Given a network:Note that four activities can start immediately.Find the following:(a) Critical path (b) Earliest time to complete the project (c) Slack on activities E, F, and H Start A, 5 B, 3 C, 61 D, 7 F, 6 G, 10 H, 8 E, 5 1,4 End
Given the activities data in the table below:(a) Draw the network.(b) Find the critical path.(c) Find the slacks on all activities. Activity ABCDEFI- G H I Times (weeks) 3 6 8 7 5 10 4 5 6 Preceding activities | |ABCu D, E, F G
(a) Draw the network diagram(b) Find the critical path(c) Find the completion time Activity 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 Duration 1 2 3 4 3 8 2 4 2 6 5 10 11 1 9 3 86 6 Preceding activities 3 2,4 3 2,4 1,5 17 2,4 6,10 7, 8, 11 7,8,11 6,10 12 6,10 12 13, 14, 15
In the project network shown in the following figure, the number alongside each activity designates its known duration in weeks. Determine the following:(a) Earliest and latest start and finish times for each activity(b) Earliest time that the project can be completed(c) Slack for activities(d)
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