Operations management 9th edition solution manual

Is this why there is a problem in service times? Attitudes toward nutrition could change the demand for chicken. Competitors such as Boston Market may be planning to move to Uniontown or even Middlesburg. There may be a trend toward demands for ever-faster service, which cannot be supported by the processes specified in the unique recipe. The economy of Uniontown might not be supportive of restaurant services.

Shoemaker should also consider the availability of key resources, such as servers, whole chickens, spices, and cooking oil. Will Uniontown labor organize? The possible distinctive competencies at Grandmothers Chicken Restaurant include the unique recipe, the homey atmosphere, and friendly, prompt service. But many other Baby Bells are in a similar position. Strategic plans include reducing overhead, reengineering operations, and investing in new technologies to meet competition. The do-nothing option of remaining a local monopoly telephone company is not viable because of competition from cable systems and wireless systems that are capable of business and personal communication.

If the mission is too broad, Wild West should sell its financial services and commercial real-estate businesses. Those businesses do not match their distinctive competencies. One environmental issue is whether communication, like health care, will be viewed as a right and therefore should be free. A significant portion of Wild Wests business is governed by regulatory agencies. Customer service in their core business is essential to maintaining a favorable regulatory environment.

Wild Wests distinctive competency is in connecting people or machines for the purpose of communication. A weakness is high overhead inherited from the era of telecommunication monopoly.

Although the answers may vary depending on the niche elements of the business, the competitive priorities would include on-time delivery, low-cost operations, and customization.

The latter competitive priority comes from the capability to assemble unique baskets of food items for each customer. There may be a need to coordinate a given basket between two different stores. Capabilities to develop would include information systems and Web page design, efficient scheduling of delivery trucks which must first collect the items in the basket and then deliver them to the customers door , and an adequate fleet of trucks with drivers.

Boehring University a. It is a red herring. Suds and Duds Laundry a. Labor productivity Week 1 2 3 4 5. Output per person does not vary much whether it is Sud, Dud, or Jud working.

Productivity declines when all three are present. Perhaps there isnt enough work to keep three persons occupied, or perhaps there is not enough work space or equipment to accommodate three workers. The accounting department provided the following information about the process for the past four weeks:. Week 1 , 12, Week 2 , 14, Week 3 , 10, Week 4 98, Use the multifactor productivity ratio to see whether recent process improvements had any effect and, if so, when the effect was noticeable.

Has labor productivity changed? Use the labor productivity ratio to support your answer. Alyssas Custom Cakes a. Based on labor productivity, Alyssa should try to sell specialty cakes the most. Yes, Alyssa should stop selling birthday cakes. None of the numbers are representative of actual costs or volume. Macks Guitar Company a. Option 1. Synopsis This case describes a small furniture manufacturing company that has gained a reputation for creative designs and quality by focusing on producing custom-designed furniture.

As its reputation grew it began to sell some standard furniture pieces to retail outlets. The overall growth in sales volume and the diversification into the production of standard furniture pieces have caused a number of issues to arise concerning both the internal manufacturing operations and its relationship to the other functional areas of the company.

Purpose This case is designed to be used as either a cold-call case for class discussion or an assigned homework reading. Major points to be brought out in the discussion include: 1. The range of decisions that are made in designing and operating processes 2. The impact that these operating decisions have on the organization as a whole, such as on marketing and finance 3. The impact that decisions made in other functional areas of the organization have on the operating function 4.

The need to go beyond the functional silo mentality and manage in an integrative manner Analysis. Question 1: What types of decisions must Chad Thomas make daily for his companys operations to run effectively? Over the long run? The students should be able to discuss a number of short-term-oriented decisions that are facing Chad Thomas.

These should include: a. How to set priorities and schedule different orders. Chad is receiving orders for both custom-made, low-volume furniture pieces and higher-volume, standard pieces. Sales have increased, but the amount of equipment and the production capacity of the company have not. Different orders with different manufacturing requirements are now competing for the same productive capacity.

What orders to accept and how long of a lead time to plan for in promising a delivery date. What type of work policies should be maintained for his employees? Decisions such as the number and type of employees to employ, the number of hours to work per day, and the amount of overtime to allow are all work policy decisions that impact the available capacity level. This case was prepared by Dr. Brooke Saladin, Wake Forest University, as a basis for classroom discussion.

Copyright Pearson Education, Inc. The allocation of resources, equipment, labor, and money to each product line. The level of inventory to maintain at various stages of the production process for both the custom and standard furniture lines i. These decisions are linked to the longer-term, total inventory-investment decision. Examples of longer-term decisions that face Chad Thomas include: a.

Amount of money to tie up in the total inventory investment. The type of equipment to invest in to support efficient production. At what point should more specialized equipment be purchased to manufacture high-volume, standard furniture pieces more efficiently? What should be the overall workforce level to maintain, and what should be the proper mix of skills and capabilities? How should the facilities be laid out to accommodate the two different product lines?

This gets the students into a whole range of capacity and equipment allocation decisions including size, type, and configuration. In these decisions it is important that the students see the significance of consistency of both strategic and operating decisions across functional areas.

Question 2: How did sales and marketing affect operations when they began to sell standard pieces to retail outlets? Standard furniture pieces compete on a different set of competitive priorities than custom-designed pieces. Timely delivery and low costs are much more important than product flexibility. Quality may also be defined differently.

The existing facilities are set up to provide flexibility with its job-shop orientation and general-purpose equipment. By introducing a standard line that should be manufactured on a flow line with some dedicated, more specialized equipment, a conflict has developed, and scheduling problems have resulted. Question 3: How has the move to producing standard furniture pieces affected the financial structure of the company?

Inventory investment and operating costs are rising because of the frequent changeovers to accommodate the two different product lines and their scheduling conflicts. Profit margins for the standard line are smaller, which puts pressure on manufacturing to increase productivity and reduce costs.

There may also be an issue concerning the assignment of overhead costs to each product line. Finally, the potential need to rent warehouse space to store either WIP or finished-goods inventory cuts into the profit margin for the standard furniture line.

Question 4: What might Chad Thomas have done differently to help avoid some of these problems? Chad needs to address issues relating to functional areas. Make sure the student is able to identify decisions that relate to more than one functional area. Examples include the following: Operations Function 1.

Monitoring capacity and utilization of facilities 2. Formulating inventory policiesdollars, items, and unit levels 3. Setting scheduling policies and priorities 4.

Maintaining product line quality Marketing and Sales 1. Accurately forecasting orders for standard pieces 2. Defining market segments and customer needs 3. Determining what delivery schedules can be promised to customers Finance 1. Deciding level and type of investment 2. Managing distribution and pipeline inventory 2. Comparing cost and advantages of various transportation modes 3. Meeting delivery lead times Three possible avenues that students may focus on are: Thomas might have a.

Established a plan for a more controlled growth. Part of this plan would be the development of the appropriate infrastructure to manage a controlled growth as to what markets to enter, what product lines to develop, and how to develop the proper manufacturing capabilities.

Maintained the company focus on custom-designed furniture only. This alternative presents a whole different set of issues and decisions pertaining to future growth, but it would have avoided the issues of mixed competitive priorities and scheduling conflicts.

Realized the different requirements for each product line and focused the manufacturing facilities into two separate sets of production facilities designed to cater to each product lines specific needs. Manual solutions provide electronic and soft downloadable products for the selected Textbooks and not the actual hard copy Materials.

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By visiting our site, you agree to our privacy policy regarding cookies, tracking statistics, etc. Read more. Accept X. If you require any further information, let me know. Differentiation can be illustrated by almost any restaurant or restaurant chain, such as Red Lobster, which offers a distinct menu and style of service than others. Response can be illustrated by a courier service such as FedEx, that guarantees specific delivery schedules; or by a custom tailor, who will hand make a suit specifically for the customer.

Such firms often get their contracts by being low bidder to provide service. Response: a catering firm the customer picks the menu, time, and date. Differentiation: virtually all restaurants seek differentiation in menu, in taste, in service. This is particularly true of fine dining restaurants, but also true of fast food restaurants. Product design, layout, maintenance procedures, purchasing, inventory, quality standards, and procedures may all need to be revised.

Some general thoughts follow: a For a producer with high energy costs, major oil prices change the cost structure, result in higher sel ling prices, and, if the company is energy inefficient compared to other producers, result in a change in. Conversely, when oil prices drop it is a bonanza for heavy fuel users such as.

The high cost of process modification to meet more rigid standards has resulted in the closing of numerous plants including paper mills and steel mills. High unemployment rates can have the opposite effect. This could have a significant effect on the income of employees in the lower pay classifications, putting substantial pressure on operations. Now Canada is selected. Also see Table 8. S, 5 are some rankings.

The best outsource provider is Worldwide Delivery. The weighted totals will double. So Overnight is now the preferred logistics provider. Also see Chapter 8, Table 8. A lively class discussion can also take place regarding who pays bribes, as shown on the same Web site.

Other perspectives of culture are shown on the Asia Pacific Management Forum page www. This does not mean that it is not a good idea for society—i. Its level of integration goes beyond multinational.

The collection of parts and subassemblies coming from other countries is carefully orchestrated. What constitutes the mission of Minit-Lube?

To provide economical preventative maintenance and interior auto cleaning, primarily to vehicles owned by individuals as opposed to businesses , in the U. How does the Minit-Lube strategy provide competitive advantage? This case is a good way to get the student thinking about the 10 decisions around which the text is organized. Quality strategy: Because of limited task variety, high repetition, good training, and good manuals, quality should be relatively easy to maintain.

Location strategy: Facilities are usually located near residential areas. Layout strategy: The three bays are designed specifically for the lubrication and vacuuming tasks to minimize wasted movement on the part of the employees and to contribute to the speedier service. Supply-chain management: Purchasing is facilitated by negotiation of large purchases and custom packaging.

Human resources strategy: Human resources strategy focuses on hiring a few employees with limited skills and training them in a limited number of tasks during the performance of which they can be closely supervised. Inventory: Inventory investment should be relatively low, and they should expect a high turnover. Scheduling: Scheduling is quite straightforward with simi- lar times for most cars. Once volume and fluctuation in volume are determined, scheduling should be very direct— assisting both staffing and customer relations.

Maintenance: There is relatively little equipment to be maintained, and therefore little preventive maintenance is required. With three bays and three systems, there is backup available in the case of failure. Specialization of personnel and facilities should make MinitLube more efficient.

There is a short video 7 minutes available from Pearson Prentice Hall and filmed specifically for this text that supplements this case. A strength of Regal Marine is continued innovation that is being recognized in the marketplace.