What is CAD/CAE? Provide one non-textbook example.
> Explain the concept of the hierarchy of work. How is it useful in process design activities?
> Interview an operations or logistics manager at a nearby manufacturing or service company to find out about scheduling problems the company faces and how they are addressed.
> What are the advantages of clearly defining the process boundaries?
> Define custom, option, and standard goods and services and give a new example of each. How does the type of goods and services affect process choice?
> For the in-line skate example described in Problem 42, design a production line to achieve an output rate of 90 per hour.
> Define outsourcing, offshoring, and reshoring and explain how they differ.
> How can break-even analysis be used to help managers make outsourcing decisions?
> What is a third-party logistics (3PL) provider? How does Amazon use 3PL providers?
> What is a contract manufacturer? Provide some examples of contract manufacturers used by Apple.
> Describe the ideas of vertical, forward, and backward integration.
> Define push and pull supply chains and explain how they differ.
> Define efficient and responsive supply chains and explain how they differ.
> Discuss scheduling and sequencing issues in municipal services such as garbage collection, school-bus routing, or snowplowing. What types of criteria and approaches might be used?
> Define operational structure and provide an example of centralized control and decentralized control.
> Explain supply chain optimization and how the transportation model can be used to help optimize costs in supply chains.
> Identify and explain the four EPIC dimensions to help location facilities around the world.
> For the in-line skate assembly example in this chapter, suppose the times for the individual operations are as follows: Assume that inspections cannot be performed by production personnel, but only by persons from quality control. Therefore, assembly ope
> Explain how the center of gravity method works.
> Explain the types of decisions required and criteria used to locate facilities in supply chains.
> Define multisite management and provide one example of a company that must handle this challenge.
> Describe how Inditex/Zara designs and operates its supply chain.
> Explain the concept of a global supply chain and describe the key design decisions.
> What is the rationale for product and process simplification?
> How does your college or university schedule classes? What criteria are used?
> Describe how design for manufacturability (DFM) and design for sustainability are used for designing manufactured goods.
> Describe how reliability is used for designing manufactured goods.
> Describe how the Taguchi loss function is used for designing manufactured goods.
> Describe the goal-post view of conforming to specifications.
> To make one particular model of a personal digital assistant (PDA) on an assembly line, the work content is defined by the ten tasks below. a. Draw the precedence diagram for this assembly line. b. What is the cycle time if you want to produce 4,500 PDAs
> Explain the concept and application of quality function deployment.
> What is prototype testing? Why is it used?
> What are the six major steps in designing goods and services?
> Explain how goods and service design concepts are integrated at LensCrafters.
> Define a service upset and provide one example from your personal experiences.
> Discuss how you decide to schedule your school assignments. Do your informal scheduling rules correspond to any of those in this chapter?
> Define a service guarantee and provide one example.
> Describe the four elements of service-encounter design.
> Define high- and low-contact systems and provide examples of each.
> What is customer contact?
> Explain the five elements of service-delivery system design.
> For the assembly line described in problem 39, how would the line be balanced by choosing the assignable task having the shortest task time first?
> Explain the importance of new product design and development.
> Explain the concept of scalability. Identify one low and one highly scalable organization and explain why you categorize them as such.
> Explain the benefits and challenges of using technology.
> What types of technology might a major hotel chain use to enhance the customer experience?
> How should managers choose an appropriate lot-sizing rule? Should they be chosen strictly on an economic basis, or should intangible factors be considered. Why?
> What is CRM? How does it help OM do its job?
> Explain how manufacturing and service technology strengthen the value chain.
> What is 3-D printing? Provide two examples.
> Define hard and soft technology and give an example.
> How can break-even analysis help managers make decisions? Explain how the break-even point is found.
> A small assembly line for the assembly of power steering pumps needs to be balanced. Exhibit 8.14 is the precedence diagram. The cycle time is determined to be 1.5 minutes. How would the line be balanced by choosing the assignable task having the longes
> How can decision analysis be used in making technology decisions?
> Describe different types of technology and their role in manufacturing and service operations
> Define strategy. Explain how corporate, business, and functional strategies support overall strategy.
> I think the waiter wrote in an extra $25 tip on my Sun- shine Café bill after I received and signed my credit card receipt,” Mark Otter said to the restaurant manager, Brad Gladiolus. “Mr. Otter, mail me a
> What is innovation? Provide two examples from well-known companies.
> Define mass customization and provide two examples.
> What are the five competitive priorities? Cite an example of an organization that demonstrates the competitive priority.
> Describe how customers evaluate goods and services.
> Define search, experience, and credence attributes, and provide an example of each.
> Explain approaches for understanding customer wants and needs.
> Define order qualifiers and order winners.
> In problem 37, suppose the line is balanced using 14 workstations and a finished product can be produced every 4.5 minutes. a. What is the production rate in units per day? b. What is the assembly line efficiency?
> Provide three examples of McDonald’s management making choices on sustainability. (See Exhibit 1.13 in Chapter 1.)
> How would you rank McDonald’s competitive priorities in Exhibit 3.6?
> How do the concepts of master production scheduling and material requirements planning translate to a service organization? Provide an example.
> How does Dr. Hill’s strategy framework tie corporate strategy to marketing and operations strategy?
> Describe Hill’s framework for operations strategy.
> Explain the role of OM, sustainability, and operations in strategic planning.
> What is operations strategy? How can it support competitive priorities?
> Provide some examples of core competencies, and explain the value to an organization of understanding its core competencies.
> Explain how organizations seek to gain competitive advantage.
> Define innovation and learning.
> Define goods and service design flexibility and volume flexibility.
> An assembly line with 30 activities is to be balanced. The total amount of time to complete all 30 activities is 60 minutes. The longest activity takes 2.4 minutes and the shortest takes 0.3 minutes. The line will operate for 480 minutes per day. a. What
> The performance measure “time” relates to what two performance dimensions?
> Construct a BOM for your college curriculum, thinking of core courses, electives, and so on as components of the end item. How might MRP concepts apply?
> Define service upsets and give an example from personal experience.
> What are five dimensions of service quality?
> Define goods quality and service quality.
> What is a customer-satisfaction system?
> What are the eight performance measure categories for organizations?
> What is the primary theory of the service-profit chain model of organizational performance?
> What are example performance metrics for suppliers, value-creation processes, and customers in the value chain model of organizational performance?
> What are the four performance categories of the balanced scorecard approach to performance measurement?
> Explain the Baldrige Model of Organizational Performance.
> Use the activities and precedence relations in Exhibit 8.13 to do the following: a. Draw a precedence diagram for this assembly line. b. Balance the assembly line for an eight-hour-shift output of 30 pieces. c. Determine maximum and minimum cycle times.
> Draw a simple bill-of-materials (BOM) for an automobile given the following requirements: (a) clearly label the end item and each component, (b) the BOM must contain no more than ten items, (c) the BOM must contain at least three levels (you may count
> Research and write a short paper (two pages maximum) on how an organization has applied the TOC.
> Define actionable measures.
> What are some of the questions IBM uses to evaluate performance measures?
> How are the customer defection and customer retention rate related?
> Define the value of a loyal customer. Why is it important?
> Define interlinking. Why is it important?
> Define productivity and operational efficiency.
> Define measurement briefly.
> What are the implications of Marriott’s quote “Happy employees create happy customers”? What does this mean for human resource management?
> Select one of the following challenges facing OM: customers, technology, workforce, globalization, sustainability, or optimizing supply chains, and explain its short- and long-term impact.
> Summarize the historical development of OM.
