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business
supply chain management 2nd
Operations And Supply Chain Management 14th Edition Chase, Richard B.;Jacobs, F. Robert - Solutions
3. What are some capacity balance problems faced by the following organizations or facilities?a. An airline terminalb. A university computing labc. A clothing manufacturer
2. List some practical limits to economies of scale; that is, when should a plant stop growing?
1. What capacity problems are encountered when a new drug is introduced to the market?
7. Assume all other costs and revenues are the same no matter where the company is located.
6. The company will build its own building in i ve years, if it survives.
5. The company can cancel the lease at any time.
4. Moving to a new building in Chicago would cost $200,000, and leasing the new building’s space would cost $650,000 per year.
3. Moving the entire operation to a Midwest town would cost $1 million. Leasing space would run only $500,000 per year.
2. Leasing the new space for two years at the current location in Chicago would cost$750,000 per year.
1. The company has a 75 percent chance of surviving the next two years.
6. 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?
5. 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 4. This would involve adding an additional activity to subproject P called supplier selection and contract
4. 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
3. Identify slack in the activities not on the project critical path.
2. Calculate the start and i nish times for each activity and determine the minimum number of weeks for completing the project. Find the activities that are on the critical path for completing the project in the shortest time.
1. Draw a project network that includes all the activities.
23. What type of chart compares the current project schedule with the original baseline schedule so that deviations from the original plan can be easily noticed?
22. What was the i rst major project management information system that is now commonly used for managing very large projects?
21. What feature in project management information systems can be used to resolve overallocation of project resources?
20. A project to build a new bridge seems to be going very well since the project is well ahead of schedule and costs seem to be running very low. A major milestone has been reached where the i rst two activities have been totally completed and the third activity is 60 percent complete. The
19. 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
18. Assume the network and data that follow:a. Construct the network diagram.b. Indicate the critical path when normal activity times are used.c. Compute the minimum total direct cost for each project duration based on the cost associated with each activity. Consider durations of 13, 14, 15, 16,
17. 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.a. Draw the project diagram.b. What is the normal project length?c. What is the project length if all activities
16. The following CPM network has estimates of the normal time in weeks listed for the activities: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 and costs. Which activities
15. For the network shown: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 your schedule. A(5) B(10)
14. 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
13. Here is a network with the activity times shown in days: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.If the project is to be shortened by four days, show which activities, in order of reduction,
12. Here is a CPM network with activity times in weeks:a. Determine the critical path.b. How many weeks will the project take to complete?c. Suppose F could be shortened by two weeks and B by one week. How would this affect the completion date? (A(7) (B(5) (G(3) (C(6)) E(4) (D(6) F(8)
11. A construction project is broken down into the following 10 activities:a. Draw the network diagram.b. Find the critical path.c. If activities 1 and 10 cannot be shortened, but activities 2 through 9 can be shortened to a minimum of one week each at a cost of $10,000 per week, which activities
10. The following table represents a plan for a project:a. Construct the appropriate network diagram.b. Indicate the critical path.c. What is the expected completion time for the project?d. You can accomplish any one of the following at an additional cost of $1,500:(1) Reduce job 5 by two days.(2)
9. There is an 82 percent chance the project below can be completed in X weeks or less.What is X? B D E ACTIVITY MOST OPTIMISTIC MOST MOST LIKELY PESSIMISTIC 5 11 13500 63388 23164 ABCDE 7
8. The following represents a project that should be scheduled using CPM:a. Draw the network.b. What is the critical path?c. What is the expected project completion time?d. What is the probability of completing this project within 16 days? TIMES (DAYS) ACTIVITY IMMEDIATE PREDECESSORS a m b ABCDEFGH
7. 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:a. Draw the network diagram.b. What is the critical path?c. Suppose you want to shorten
6. Schedule the following activities using CPM:a. 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? ACTIVITY IMMEDIATE PREDECESSOR ABCDEFGH AABC C, D D F E, G TIME (WEEKS) 1 2 5 4326223
5. The following activities are part of a project to be scheduled using CPM:a. 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 have? ACTIVITY IMMEDIATE PREDECESSOR A TIME (WEEKS) 6372437 D E, F 7 AACR B, D ABCDEFG
4. What is the term for a group of project activities that are assigned to a single organizational unit?
3. 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
2. What are the four major categories of projects based on the type of change involved?
1. What are the three types of projects based on the amount of change involved?
10. What do you think might be some barriers to the successful, effective use of the project management software packages discussed in the chapter?
9. 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?
8. 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.
7. Discuss the graphic presentations in Exhibit 4.11. Are there any other graphic outputs you would like to see if you were project manager?
6. 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?
5. “Project control should always focus on the critical path.” Comment.
4. What are the underlying assumptions of minimum-cost scheduling? Are they equally realistic?
3. Which characteristics must a project have for critical path scheduling to be applicable?What types of projects have been subjected to critical path analysis?
2. What are some reasons project scheduling is not done well?
1. What was the most complex project that you have been involved in? Give examples of the following as they pertain to the project: the work breakdown structure, tasks, subtasks, and work package. Were you on the critical path? Did it have a good project manager?
1. You have been asked to calculate the Cost Performance Index for a project using earned value management techniques. It is currently day 20 of the project and the following summarizes the current status of the project:Calculate the Schedule Variance, Schedule Performance Index, and Cost
1. Here are the precedence requirements, normal and crash activity times, and normal and crash costs for a construction project:a. What are the critical path and the estimated completion time?b. To shorten the project by three weeks, which tasks would be shortened and what would the i nal total
A project has been dei ned to contain the following activities, along with their time estimates for completion:a. Calculate the expected time and the variance for each activity.b. Draw the critical path diagram.c. Show the early start, early i nish times, and late start, late i nish times.d. Show
1 A project has been dei ned to contain the following list of activities, along with their required times for completion:a. Draw the critical path diagram.b. Show the early start, early i nish, late start, and late i nish times.c. Show the critical path.d. What would happen if activity F was
2 What are some of the main areas of complexity and divergence in this kind of operation relative to the standard dental clinic?
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?
13. The chart below is a partial house of quality for a golf country club. Provide an importance weighting from your perspective (or that of a goli ng friend) in the unshaded areas. If you can, using the QFD approach, compare it to a club where you or your friends play. WHATS versus HOWS Strong
12. Pick a product and list issues that need to be considered in its design and manufacture.The product can be something like a stereo, telephone, desk, or kitchen appliance. Consider the functional and aesthetic aspects of design as well as the important concerns for manufacturing.
11. 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
10. Tuff Wheels was getting ready to start its development project for a new product to be added to its small motorized vehicle line for children. The new product is called the Kiddy Dozer. It will look like a miniature bulldozer, complete with caterpillar tracks and a blade. Tuff Wheels has
9. Measures of product development success can be organized in to what three categories?
8. What are the three general factors that determine the i t of a new or revised service process?
7. What is it about service processes that makes their design and operation so different from manufacturing processes?
6. The purpose of value analysis/value engineering is to
5. The i rst step in developing a house of quality is to develop a list of .
4. Designing products for aesthetics and with the user in mind is generally called what?
3. 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
2. A process that emphasizes cross-functional integration and concurrent development of a product and its associated processes is known as .
1. Which phase of the generic development process involves construction and evaluation of multiple preproduction versions of the product?
7. Coca-Cola is a well-established consumer products company with a strong position in the global market. The sales of its core soda products have remained relatively stable for decades, yet the company has continued to grow and has remained extremely proi table.Discuss Coca-Cola’s history in
6. What factors must be traded off in the product development process before introducing a new product?
5. Do the concepts of complexity and divergence apply to an online sales company such as Dell Computer?
4. Discuss design-based incrementalism, which is frequent product redesign throughout the product’s life. What are the pros and cons of this idea?
3. Discuss the product design philosophy behind industrial design and design for manufacture and assembly. Which one do you think is more important in a customer-focused product development?
2. How does the QFD approach help? What are some limitations of this approach?
1. Describe the generic product development process described in the chapter. How does the process change for technology-push products?
3 Draw two diagrams, one depicting the supply chain for those products sourced in China and the other depicting the bags produced inSan Francisco. Show all the major steps, including raw material, manufacturing, i nished goods, distribution inventory, and transportation. Other than manufacturing
2 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.
1 Consider the two categories of products that Timbuk2 makes and sells. For the custom messenger bag, what are the key competitive dimensions that are driving sales? Is its competitive priorities different for the new laptop bags sourced in China?
23. A fast-food restaurant serves hamburgers, cheeseburgers, and chicken sandwiches. The restaurant counts a cheeseburger as equivalent to 1.25 hamburgers and chicken sandwiches as 0.8 hamburger. Current employment is i ve full-time employees who each work a 40-hour week. If the restaurant sold 700
22. 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?
21. A retail store had sales of $45,000 in April and $56,000 in May. The store employs eight full-time workers who work a 40-hour week. In April the store also had seven part-time workers at 10 hours per week, and in May the store had nine part-timers at 15 hours per week (assume four weeks in each
20. An electronics company makes communications devices for military contracts. The company just completed two contracts. The navy contract was for 2,300 devices and took 25 workers two weeks (40 hours per week) to complete. The army contract was for 5,500 devices that were produced by 35 workers
19. 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
18. 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
17. 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
16. 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
15. Sailmaster makes high-performance sails for competitive windsurfers. Below is information about the inputs and outputs for one model, the Windy 2000.Units sold 1,217 Sale price each $1,700 Total labor hours 46,672 Wage rate $12/hour Total materials $60,000 Total energy $4,000 Calculate the
14. As operations manager, you are concerned about being able to meet sales requirements in the coming months. You have just been given the following production report:Jan Feb Mar Apr Units produced 2,300 1,800 2,800 3,000 Hours per machine 325 200 400 320 Number of machines 3 5 4 4 Find the
13. The assessment of the probability of a negative event against the aggregate severity of the related loss is called
12. Match the following common risks with the appropriate mitigation strategy:Country risks A. Detailed tracking, alternate suppliers Regulatory risk B. Careful selection and monitoring of suppliers Logistics failure C. Contingency planning, insurance Natural disaster D. Good legal advice,
11. Risks caused by natural or manmade disasters, and therefore impossible to reliably predict, are called .
10. What is dei ned as the likelihood of disruption that would impact the ability of a company to continuously supply products or services?
9. In implementing supply chain strategy, a i rm must minimize its total cost without compromising the needs of its
8. A diagram that shows how a company’s strategy is delivered by a set of supporting activities is called a .
7. What are the two characteristics of a product or service that dei ne quality?
6. What are the two main competitive dimensions related to product delivery?
5. 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?
4. How often should a company develop and rei ne the operations and supply chain strategy?
3. What is the term used to describe individuals or organizations that are inl uenced by the actions of a i rm?
2. A i rm’s strategy should describe how it intends to create and sustain value for
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