Operations and Supply Chain Management
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SOLUTION MANUAL ll
Operations and Supply Chain Management, 16th Edition
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by F. Robert Jacobs and Richard Chase
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Chapters 1 - 22 | Complete
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1-1
, Operations and Supply Chain Management ll ll ll ll
TABLE OF CONTENTS ll ll
Chapter 1: Introduction
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Chapter 2: Strategy
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Chapter 3: Design of Products and Services
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Chapter 4: Projects
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Chapter 5: Strategic Capacity Management
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Chapter 6: Learning Curves
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Chapter 7: Manufacturing Processes
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Chapter 8: Facility Layout
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Chapter 9: Service Processes
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Chapter 10: Waiting Line Analysis and Simulation
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Chapter 11: Process Design and Analysis
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Chapter 12: Quality Management
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Chapter 13: Statistical Quality Control
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Chapter 14: Lean Supply Chains
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Chapter 15: Logistics and Distribution Management
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Chapter 16: Global Sourcing and Procurement
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Chapter 17: The Internet of Things and ERP
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Chapter 18: Forecasting
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Chapter 19: Sales and Operations Planning
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Chapter 20: Inventory Management
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Chapter 21: Material Requirements Planning
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1-2
, Operations and Supply Chain Management ll ll ll ll
Chapter 22: Workcenter Scheduling
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CHAPTER 1 ll
OPERATIONS AND SUPPLY CHAIN MANAGEMENT ll ll ll ll
Discussion Questions ll
1. Using Exhibit 1.3 as a model, describe the source-make-deliver-return relationships
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in thefollowing systems:
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a. An airline ll
Source: Aircraft manufacturer, in-flight food, repair parts, computer systems
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Make: Aircraft and flight crew scheduling, ground services provided at airports,
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aircraftmaintenance and repair
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Deliver: Outbound and arriving passenger service, baggage
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handling Return: Resolve any post-service issues such as lost or
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damaged luggage
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b. An automobile manufacturer
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Source: Suppliers of components and raw materials l l ll ll ll ll ll
Make: Manufacturing of vehicles and components or subassemblies to be sold as
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spareparts
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Deliver: Delivery to and sales from dealerships, delivery of spare parts to the
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wholesalesystem
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Return: Warranty and recall repairs, trade-ins l l ll ll ll ll
c. A hospital ll
Source: Medical supplies, cleaning services, disposal services, food services,
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qualifiedpersonnel
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Make: Inpatient rooms, outpatient clinics, emergency room, operating rooms
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Deliver: Scheduling patients, providing treatment, ambulance service, family
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counselingReturn: Billing errors, follow up visits
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d. An insurance company ll ll
Source: Supplies needed for the office, underwriters, legal authority to operate
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1-3
, Operations and Supply Chain Management ll ll ll ll
Make: Establish policy guidelines and pricing, field agent/representative and
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facility network, develop Internet service capabilities, establish preferred vehicle
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repair servicenetwork
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Deliver: Meet with and advise clients, write policies, process and pay ll ll ll ll ll ll ll ll ll ll
claimsReturn: refund of overpayments
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2. Define the service package of your college or university. What is its strongest element?
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What isits weakest one?
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The categories with examples are:
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Supporting facility - location, buildings, labs, parking ll ll ll ll ll ll
Facilitating goods – class schedules, computers, books,
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chalk ll
Explicit services – classes with qualified instructors, placement ll ll ll ll ll ll ll
officesImplicit services – status and reputation (e.g., Ivy League
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schools) ll
At Indiana University and the University of Southern California, among their strongest
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ll elements are their business schools and their Operations Management programs (of
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ll course).Both also have very dedicated alumni networks. A weak element of Indiana
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ll University is its weak football program; for USC, weak elements are on-campus parking
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ll and housing. ll
3. What service industry has impressed you the most with its innovativeness?
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Our vote goes to cruise lines which have introduced such onboard innovations as wave
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machines for belly boarding and rock climbing walls, as well as all sorts of other
ll ll ll ll ll ll ll ll ll ll ll ll ll ll ll
amenities tokeep cruisers involved. The industry is doing record business as well.
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Some of the standout companies in less innovative industries are Bank of America (has a
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formalized research program to try out new customer services/amenities such as video
ll ll ll ll ll ll ll ll ll ll ll ll
screensin next to teller lines), Intuit (e.g., putting Quicken money management software
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online), Ikea,JetBlue Airlines, and Progressive Insurance (discussed later in the book).
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4. What is product-service bundling and what are the benefits to customers?
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Product-service bundling is adding Value-added services to a firm’s product offerings to ll ll ll ll ll ll ll ll ll ll ll
createmore value for the customer. This provides benefits in two areas. First, this
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differentiates theorganization from the competition. Secondly, these services tie
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customers to the organizationin a positive way. Alternatively, bundling can also involve
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adding products to a service, for example, adding the sale of convenience items and
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snacks at a hotel.
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5. What is the difference between a service and a good?
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1-4
ll ll ll ll
SOLUTION MANUAL ll
Operations and Supply Chain Management, 16th Edition
ll ll ll ll ll ll ll
by F. Robert Jacobs and Richard Chase
ll ll ll ll ll ll
Chapters 1 - 22 | Complete
ll ll ll ll ll ll ll
1-1
, Operations and Supply Chain Management ll ll ll ll
TABLE OF CONTENTS ll ll
Chapter 1: Introduction
ll ll
Chapter 2: Strategy
ll ll
Chapter 3: Design of Products and Services
ll ll ll ll ll ll
Chapter 4: Projects
ll ll
Chapter 5: Strategic Capacity Management
ll ll ll ll
Chapter 6: Learning Curves
ll ll ll
Chapter 7: Manufacturing Processes
ll ll ll
Chapter 8: Facility Layout
ll ll ll
Chapter 9: Service Processes
ll ll ll
Chapter 10: Waiting Line Analysis and Simulation
ll ll ll ll ll ll
Chapter 11: Process Design and Analysis
ll ll ll ll ll
Chapter 12: Quality Management
ll ll ll
Chapter 13: Statistical Quality Control
ll ll ll ll
Chapter 14: Lean Supply Chains
ll ll ll ll
Chapter 15: Logistics and Distribution Management
ll ll ll ll ll
Chapter 16: Global Sourcing and Procurement
ll ll ll ll ll
Chapter 17: The Internet of Things and ERP
ll ll ll ll ll ll ll
Chapter 18: Forecasting
ll ll
Chapter 19: Sales and Operations Planning
ll ll ll ll ll
Chapter 20: Inventory Management
ll ll ll
Chapter 21: Material Requirements Planning
ll ll ll ll
1-2
, Operations and Supply Chain Management ll ll ll ll
Chapter 22: Workcenter Scheduling
ll ll ll
CHAPTER 1 ll
OPERATIONS AND SUPPLY CHAIN MANAGEMENT ll ll ll ll
Discussion Questions ll
1. Using Exhibit 1.3 as a model, describe the source-make-deliver-return relationships
ll ll ll ll ll ll ll ll ll
in thefollowing systems:
ll ll l ll
a. An airline ll
Source: Aircraft manufacturer, in-flight food, repair parts, computer systems
l l ll ll ll ll ll ll ll
Make: Aircraft and flight crew scheduling, ground services provided at airports,
llll ll ll ll ll ll ll ll ll ll
aircraftmaintenance and repair
ll l ll ll
Deliver: Outbound and arriving passenger service, baggage
ll ll ll ll ll ll
handling Return: Resolve any post-service issues such as lost or
ll ll ll ll ll ll ll ll ll ll
damaged luggage
ll ll
b. An automobile manufacturer
ll ll
Source: Suppliers of components and raw materials l l ll ll ll ll ll
Make: Manufacturing of vehicles and components or subassemblies to be sold as
ll ll ll ll ll ll ll ll ll ll ll
spareparts
ll l
Deliver: Delivery to and sales from dealerships, delivery of spare parts to the
ll ll ll ll ll ll ll ll ll ll ll ll
wholesalesystem
ll l
Return: Warranty and recall repairs, trade-ins l l ll ll ll ll
c. A hospital ll
Source: Medical supplies, cleaning services, disposal services, food services,
ll ll ll ll ll ll ll ll
qualifiedpersonnel
ll l
Make: Inpatient rooms, outpatient clinics, emergency room, operating rooms
l l ll ll ll ll ll ll ll
Deliver: Scheduling patients, providing treatment, ambulance service, family
ll ll ll ll ll ll ll
counselingReturn: Billing errors, follow up visits
ll l ll ll ll ll ll
d. An insurance company ll ll
Source: Supplies needed for the office, underwriters, legal authority to operate
l l ll ll ll ll ll ll ll ll ll
1-3
, Operations and Supply Chain Management ll ll ll ll
Make: Establish policy guidelines and pricing, field agent/representative and
ll ll ll ll ll ll ll ll
facility network, develop Internet service capabilities, establish preferred vehicle
ll ll ll ll ll ll ll ll ll
repair servicenetwork
ll ll l
Deliver: Meet with and advise clients, write policies, process and pay ll ll ll ll ll ll ll ll ll ll
claimsReturn: refund of overpayments
ll l l l ll ll
2. Define the service package of your college or university. What is its strongest element?
ll ll ll ll ll ll ll ll ll ll ll ll ll
What isits weakest one?
ll ll l ll ll
The categories with examples are:
ll ll ll ll
Supporting facility - location, buildings, labs, parking ll ll ll ll ll ll
Facilitating goods – class schedules, computers, books,
ll ll ll ll ll ll ll
chalk ll
Explicit services – classes with qualified instructors, placement ll ll ll ll ll ll ll
officesImplicit services – status and reputation (e.g., Ivy League
ll l ll ll ll ll ll ll ll ll
schools) ll
At Indiana University and the University of Southern California, among their strongest
ll ll ll ll ll ll ll ll ll ll ll
ll elements are their business schools and their Operations Management programs (of
ll ll ll ll ll ll ll ll ll ll
ll course).Both also have very dedicated alumni networks. A weak element of Indiana
l ll ll ll ll ll ll ll ll ll ll ll
ll University is its weak football program; for USC, weak elements are on-campus parking
ll ll ll ll ll ll ll ll ll ll ll ll
ll and housing. ll
3. What service industry has impressed you the most with its innovativeness?
ll ll ll ll ll ll ll ll ll ll
Our vote goes to cruise lines which have introduced such onboard innovations as wave
ll ll ll ll ll ll ll ll ll ll ll ll ll
machines for belly boarding and rock climbing walls, as well as all sorts of other
ll ll ll ll ll ll ll ll ll ll ll ll ll ll ll
amenities tokeep cruisers involved. The industry is doing record business as well.
ll ll l ll ll l l ll ll ll ll ll ll ll
Some of the standout companies in less innovative industries are Bank of America (has a
ll ll ll ll ll ll ll ll ll ll ll ll ll ll
formalized research program to try out new customer services/amenities such as video
ll ll ll ll ll ll ll ll ll ll ll ll
screensin next to teller lines), Intuit (e.g., putting Quicken money management software
ll l ll ll ll ll ll ll ll ll ll ll ll
online), Ikea,JetBlue Airlines, and Progressive Insurance (discussed later in the book).
ll ll l ll ll ll ll ll ll ll ll ll
4. What is product-service bundling and what are the benefits to customers?
ll ll ll ll ll ll ll ll ll ll
Product-service bundling is adding Value-added services to a firm’s product offerings to ll ll ll ll ll ll ll ll ll ll ll
createmore value for the customer. This provides benefits in two areas. First, this
ll l ll ll ll ll ll ll ll ll ll ll ll ll
differentiates theorganization from the competition. Secondly, these services tie
ll ll l ll ll ll ll ll ll ll
customers to the organizationin a positive way. Alternatively, bundling can also involve
ll ll ll ll l ll ll ll ll ll ll ll ll
adding products to a service, for example, adding the sale of convenience items and
ll ll ll ll ll ll ll ll ll ll ll ll ll ll
snacks at a hotel.
ll ll ll ll
5. What is the difference between a service and a good?
ll ll ll ll ll ll ll ll ll
1-4
