Operations and Supply Chain Management, 16th Edition - Solution Manual (Ch. 1-22) | Jacobs & Chase

Operations and Supply Chain Management

SOLUTION MANUAL
Operations and Supply Chain Management, 16th Edition
by F. Robert Jacobs and Richard Chase
Chapters 1 - 22 | Complete




1-1

, Operations and Supply Chain Management

• TABLE OF CONTENTS M M




Chapter 1: Introduction
M M




Chapter 2: Strategy
M M




Chapter 3: Design of Products and Services
M M M M M M




Chapter 4: Projects
M M M




Chapter 5: Strategic Capacity Management
M M M M




Chapter 6: Learning Curves
M M M M




Chapter 7: Manufacturing Processes
M M M




Chapter 8: Facility Layout
M M M M




Chapter 9: Service Processes
M M M




Chapter 10: Waiting Line Analysis and Simulation
M M M M M M




Chapter 11: Process Design and Analysis
M M M M M M




Chapter 12: Quality Management
M M M




Chapter 13: Statistical Quality Control
M M M M M




Chapter 14: Lean Supply Chains
M M M M M




Chapter 15: Logistics and Distribution Management
M M M M M




Chapter 16: Global Sourcing and Procurement
M M M M M M




Chapter 17: The Internet of Things and ERP
M M M M M M M M




M Chapter 18: Forecasting
M M




Chapter 19: Sales and Operations Planning
M M M M M




Chapter 20: Inventory Management
M M M M




Chapter 21: Material Requirements Planning
M M M M




1-2

, Operations and Supply Chain Management

Chapter 22: Workcenter Scheduling
M M M




CHAPTER 1 M




OPERATIONS AND SUPPLY CHAIN MANAGEMENT M M M M




Discussion Questions M




1. Using Exhibit 1.3 as a model, describe the source-make-deliver-
M M M M M M M M



return relationships in thefollowing systems:
M M M M




a. An airline
M



Source: Aircraft manufacturer, in-flight food, repair parts, computer systems
M M M M M M M M



Make: Aircraft and flight crew scheduling, ground services provided at airports,
M M M M M M M M M M M



aircraftmaintenance and repair M M



Deliver: Outbound and arriving passenger service, baggage
M M M M M M



handling Return: Resolve any post-service issues such as lost or
M M M M M M M M M M



damaged luggage
M M




b. An automobile manufacturer
M M



Source: Suppliers of components and raw materials
M M M M M M




Make: Manufacturing of vehicles and components or subassemblies to be sold
M M M M M M M M M M



as spareparts
M M



Deliver: Delivery to and sales from dealerships, delivery of spare parts to the
M M M M M M M M M M M M



wholesalesystem
M



Return: Warranty and recall repairs, trade-ins
M M M M M




c. A hospital
M




Source: Medical supplies, cleaning services, disposal services, food services,
M M M M M M M M



qualifiedpersonnel
M



Make: Inpatient rooms, outpatient clinics, emergency room, operating rooms
M M M M M M M M



Deliver: Scheduling patients, providing treatment, ambulance service, family
M M M M M M M M



counselingReturn: Billing errors, follow up visits
M M M M M M




d. An insurance company
M M




Source: Supplies needed for the office, underwriters, legal authority to operate
M M M M M M M M M M




1-3

, Operations and Supply Chain Management



Make: Establish policy guidelines and pricing, field agent/representative and
M M M M M M M M



facility network, develop Internet service capabilities, establish preferred vehicle
M M M M M M M M M



repair servicenetwork
M M



Deliver: Meet with and advise clients, write policies, process and pay
M M M M M M M M M M



claimsReturn: refund of overpayments
M M M M




2. Define the service package of your college or university. What is its strongest
M M M M M M M M M M M M



element? What isits weakest one?
M M M M M




The categories with examples are:
M M M M




Supporting facility - location, buildings, labs, parking M M M M M M



Facilitating goods – class schedules, computers,
M M M M M M



books, chalk
M M



Explicit services – classes with qualified instructors, placement
M M M M M M M



officesImplicit services – status and reputation (e.g., Ivy League
M M M M M M M M M



schools)
M




At Indiana University and the University of Southern California, among their
M M M M M M M M M M



Mstrongest elements are their business schools and their Operations Management
M M M M M M M M M



Mprograms (of course).Both also have very dedicated alumni networks. A weak
M M M M M M M M M M



Melement of Indiana University is its weak football program; for USC, weak elements
M M M M M M M M M M M M



Mare on-campus parking and housing.
M M M M




3. What service industry has impressed you the most with its innovativeness?
M M M M M M M M M M




Our vote goes to cruise lines which have introduced such onboard innovations as
M M M M M M M M M M M M



wave machines for belly boarding and rock climbing walls, as well as all sorts of
M M M M M M M M M M M M M M M



other amenities tokeep cruisers involved. The industry is doing record business as
M M M M M M M M M M M M



well.
M




Some of the standout companies in less innovative industries are Bank of America (has
M M M M M M M M M M M M M



a formalized research program to try out new customer services/amenities such as
M M M M M M M M M M M M



video screensin next to teller lines), Intuit (e.g., putting Quicken money management
M M M M M M M M M M M M



software online), Ikea,JetBlue Airlines, and Progressive Insurance (discussed later in the
M M M M M M M M M M M



book).
M




4. What is product-service bundling and what are the benefits to customers?
M M M M M M M M M M




Product-service bundling is adding Value-added services to a firm’s product offerings
M M M M M M M M M M



to createmore value for the customer. This provides benefits in two areas. First, this
M M M M M M M M M M M M M M



differentiates theorganization from the competition. Secondly, these services tie
M M M M M M M M M



customers to the organizationin a positive way. Alternatively, bundling can also
M M M M M M M M M M M



involve adding products to a service, for example, adding the sale of convenience
M M M M M M M M M M M M M



items and snacks at a hotel.
M M M M M M




1-4