Operations Management In The Supply Chain: Decisions & Cases 7th Edition

1 1 1 Best Homes, Inc.: Forecasting Teaching Note Synopsis and Purpose Best Homes is one the largest builders of new residential homes in U.S. with 20,040 new homes built in 2015. The case presents monthly sales data from 2011 to 2015. This data is representative of

1 Operations Strategy at BYD of China, Electrifying the Worlds Automotive Market 1 Teaching Note: CASE DESCRIPTION The primary subject matter of this case concerns the move towards utilizing electricity to power automobiles and the potential of a Chinese company to become the world's largest automaker, as well

Early Supplier Integration in the Design of the Skid-Steer Loader Teaching Note Scott has been offered a new position as supply management manager for a new Deere & Company manufacturing facility of a yet-to-be-designed product (i.e., skid-steer loader). As part of his new job,

1 1 1 Teaching Note Journey to Perfect: Mayo Clinic and the Path to Quality Abridged Version Case Summary Long-regarded as one of the best healthcare organizations in the world, the Mayo Clinic has not been exempt from the challenges facing the industry. While the

ShelterBoxA Decade of Disaster ReliefTeaching note Reference no 613-021-8 This teaching note was written by Jamie Rundle, Sheffield Business School, UK.The case was made possible by the co-operation of John Leach, COO,ShelterBox, UK. It was prepared to accompany the case ‘ShelterBox: A Decade ofDisaster Relief’ (reference number 613-021-1). The case was

Chapter 1 - The Operations Function 1-1 Copyright 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education. Copyright 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education. Copyright 2017 McGraw-Hill Education. All

Chapter 10 - Forecasting 10-1 Copyright 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education. Copyright 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education. Copyright 2017 McGraw-Hill Education. All rights reserved.

Chapter 10 - Forecasting 10-12 Copyright 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education. Copyright 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education. Copyright 2017 McGraw-Hill Education. All rights reserved.

Chapter 11 - Capacity Planning 11-1 Copyright 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education. Copyright 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education. Copyright 2017 McGraw-Hill Education. All

Chapter 11 - Capacity Planning 11-12 Copyright 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education. Copyright 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education. Copyright 2017 McGraw-Hill Education. All

Chapter 12 - Scheduling Operations Copyright 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education. Copyright 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education. Copyright 2017 McGraw-Hill Education. All rights

Chapter 13 - Project Planning and Scheduling 13-1 Copyright 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education. 13-1 Copyright 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education. 13-1 Copyright 2017

Chapter 14 - Independent Demand Inventory Copyright 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education. 14-1 Copyright 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education. 14-1 Copyright

Chapter 15 - Materials Requirements Planning and ERP Copyright 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education. Copyright 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education. Copyright 2017 McGraw-Hill

Chapter 16 - Supply Chain Management 16-1 Copyright 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education. Copyright 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education. Copyright 2017 McGraw-Hill Education. All

Chapter 17 - Sourcing 17-1 Copyright 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education. Copyright 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education. Copyright 2017 McGraw-Hill Education. All rights reserved.

Chapter 18 Global Logistics 18-1 Copyright 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education. Copyright 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education. Copyright 2017 McGraw-Hill Education. All rights reserved.

Chapter 02 - Operations and Supply Chain Strategy 2-1 Copyright 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education. Copyright 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education. Copyright 2017 McGraw-Hill

Evolution of Lean Six Sigma at 3M, Inc. Teaching Notes 1 1 1 Synopsis and Purpose 1 The purpose of this case is to expose students to the issues involved in implementing Lean Six Sigma at 3M, a large multinational corporation. The case tells

Chapter 03 - Product Design 3-1 Copyright 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education. Copyright 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education. Copyright 2017 McGraw-Hill Education. All

Chapter 04 - Process Selection 4-1 Copyright 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education. Copyright 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education. Copyright 2017 McGraw-Hill Education. All rights

Chapter 05 - Service Delivery System Design 5-1 Copyright 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education. 5-1 Copyright 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education. 5-1 Copyright 2017

Chapter 06 - Process-Flow Analysis 6-1 Copyright 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education. 6-1 Copyright 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education. 6-1 Copyright 2017 McGraw-Hill Education.

Chapter 07 - Lean Thinking and Lean Systems 7-1 Copyright 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education. 7-1 Copyright 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education. 7-1 Copyright

Chapter 08 - Managing Quality 8-1 Copyright 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education. Copyright 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education. Copyright 2017 McGraw-Hill Education. All

Chapter 09 - Quality Control and Improvement 9-1 Copyright 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education. Copyright 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education. Copyright 2017 McGraw-Hill Education.

CONSOLIDATED ELECTRIC: Inventory Control Teaching Notes 1 Synopsis and Purpose Consolidated Electric is a wholesale distributor of electrical products primarily to electrical contractors. The company wants to design a system for inventory management of the 20,000 line-items carried in stock. A description is given in

EASTERN GEAR, INC.: Job Shop Teaching Notes 1 Synopsis and Purpose Eastern Gear is a company that traditionally produced custom gears in small lots, and has recently been given the opportunity to begin producing larger volumes of gears per order. This is a typical small

LAWN KING, INC.:Sales and Operations Planning Teaching Notes 1 Synopsis and Purpose Lawn King is a manufacturer of lawn mowers facing a highly seasonal demand for its products. At the present time the demand forecast for the coming year has just been increased. This is

1 MURPHY WAREHOUSE COMPANY: Sustainable Logistics Teaching Notes CASE DESCRIPTION The primary subject matter of this case concerns how sustainable business practices and increased profitability can go hand in hand. Making decisions that are both environmentally responsible and advantageous to the business often requires the

SUNIL CHOPRA 5-112-003TN Polaris Industries Inc. Case Synopsis In September 2010 Suresh Krishna, vice president of operations and integration at Polaris Industries Inc., a manufacturer of all-terrain vehicles, Side-by-Sides, and snowmobiles, needed to recommend a location for a new plant to manufacture the company’s Side-by-Side vehicles. The economic slowdown in the United States had

SAGE HILL INN ABOVE ONION CREEK: FOCUSING ON SERVICE PROCESS and QUALITY Teaching Notes Synopsis and Purpose This case helps students improve their understanding of the service process and quality by having them describe consumer expectations and factors that influence them. It also helps them understand research

SOUTHERN TORO DISTRIBUTOR, INC. Teaching Notes 1 Synopsis and Purpose This case describes a conversation between Joe Melaney, the owner of the Toro distributorship in Galveston, Texas, and his son, Joe Jr. The immediate subject of the conversation is to decide on the spring season

Chapter 01 - The Operations Function 1-1 1-1 1-1 Chapter 01 The Operations Function Answer Key Multiple-Choice Questions 1. Why is operations management a more encompassing term than production management? A. Operations management is concerned with multiple products and services. B. Operations management refers to service

Chapter 01 - The Operations Function 1-9 25. Which of the following is NOT true regarding service and manufacturing operations? A. Both can be viewed as transformation processes. B. Both convert raw materials, energy, labor, and capital into valued outputs. C. Both are managed by operations managers. D. Both employ

Chapter 10 - Forecasting 11-1 11-1 11-1 Chapter 10 Forecasting Answer Key Multiple-Choice Questions 1. A qualitative forecast would most likely be used for A. aggregate planning. B. scheduling. C. process design. D. inventory management. LO: 10.2 Topic: Qualitative Forecasting Methods Difficulty: 1 Easy AACSB: Reflective thinking

Chapter 10 - Forecasting 11-11 30. The exponential smoothing forecasting technique slowly responds to changes in the mean level of demand when A. a small alpha value is used. B. a large alpha value is used. C. an alpha value of 1.0 is used. D. size of the alpha

Chapter 11 - Capacity Planning 12-1 Chapter 11 Capacity Planning Answer Key Multiple-Choice Questions 1. Facilities decisions A. are medium-range capacity decisions. B. should consider one of the five crucial questions of how much, how large, when, where, and what type. C. constrain all other capacity

Chapter 11 - Capacity Planning 12-10 12-10 12-10 27. Five primary factors were listed for consideration when making facility-planning decisions. Which of the following is NOT one of those factors? A. Expected future demand. B. Global concerns. C. Purchased materials. D. Expected competitive moves. LO: 11.2 Topic: Facilities Decisions

Chapter 12 - Scheduling Operations 13-1 13-1 13-1 Chapter 12 Scheduling Operations Answer Key Multiple-Choice Questions 1. Aggregate planning and scheduling differ in that A. the former ensures that capacity is efficiently used, whereas the latter is the acquisition of resources. B. the former is short term,

Chapter 12 - Scheduling Operations 13-10 27. Below is the information pertaining to five jobs currently waiting to be processed on the same machine. Determine the sequencing of these five jobs at this machine using the SPT heuristic: Job Process Time Arrival Date Due Date A

Chapter 13 - Project Planning and Scheduling 14-1 14-1 14-1 Chapter 13 Project Planning and Scheduling Answer Key Multiple-Choice Questions Multiple-Choice Questions Multiple-Choice Questions 1. The job of the project manager is to A. control all costs. B. control costs, schedule, and performance of the

Chapter 13 - Project Planning and Scheduling 14-9 14-9 14-9 (For Problems 22 and 23) Below is information pertaining to a project: 22. What is the expected completion time of the project? A. 11 B. 12 C. 13 D. 15 LO: 13.4 Topic: Constant Time Networks

Chapter 14 - Independent Demand Inventory 15-1 15-1 15-1 Chapter 14 Independent Demand Inventory Answer Key Multiple-Choice Questions 1. Of the cost elements making up total inventory cost, which is the most difficult to estimate? A. Stockout costs. B. Holding costs. C. Carrying costs. D.

Chapter 14 - Independent Demand Inventory 15-11 31. Primary reasons to hold inventory include all of the following EXCEPT A. to achieve economies of scale. B. to protect against anticipated changes in demand or supply. C. to decrease inventory turnover ratio. D. to provide for transit. LO: 14.1 Topic:

Chapter 14 - Independent Demand Inventory 15-18 15-18 15-18 True/False Questions 52. Transit inventories are also referred to as pipeline inventories because they consist of materials that are on their way from one point to another point in the supply chain. TRUE LO: 14.1 Topic: Inventory Difficulty: 1

Chapter 15 - Materials Requirements Planning and ERP 16-1 16-1 16-1 Chapter 15 Materials Requirements Planning and ERP Answer Key Multiple-Choice Questions 1. The three inputs for an MRP parts explosion are A. inventory, master schedule, and bill of materials. B. forecast, inventory, and

Chapter 15 - Materials Requirements Planning and ERP 16-10 28. Using a lot-for-lot ordering strategy for the following item, what is the net requirements amount in week 3? (Note: Use a lead time of one week and the gross requirements and scheduled receipts depicted below, and assume you

Chapter 16 - Supply Chain Management 16-1 16-1 16-1 Chapter 16 Supply Chain Management Answer Key Multiple-Choice Questions 1. The design and management of seamless, value-added processes across organizational boundaries to meet the real needs of the end customer is called A. demand management. B. distribution channel

Chapter 16 - Supply Chain Management 16-10 28. Which of the following increases the resilience of supply chains in the face of a disruption? A. Reducing inventory levels. B. Reducing the number of suppliers. C. Reducing disruption detection time. D. All of the above. LO: 16.6 Topic: Supply Chain

17-1 17-1 17-1 Chapter 17 Sourcing Answer Key Multiple-Choice Questions 1. Which of the following is a sourcing strategic decision? A. Which products or services should be supplied from offshore? B. How should suppliers be managed on an ongoing basis? C. Which suppliers should be selected to

17-9 17-9 17-9 24. When the majority of the companys business is given to one supplier and other suppliers are treated as backup suppliers, this is called A. a preferred supplier strategy. B. a dual sourcing strategy. C. a cross-sourcing strategy. D. a spend consolidation strategy. LO: 17.5

18-1 Chapter 18 Global Logistics Answer Key Multiple-Choice Questions 1. The five major decisions addressed by logistics managers are A. transportation, warehousing, location, reverse logistics, and third-party logistics. B. location, transportation, warehousing, reverse logistics, and tactical. C. strategic, third-party logistics, warehousing, transportation, and location. D. None of

18-9 25. For most firms, the optimal number of warehouses in a logistics network A. is calculated using classic center-of-gravity analytics. B. is where the total inbound transportation and storage costs are minimized. C. is where the total outbound transportation and storage costs are minimized. D. is where the

Chapter 02 - Operations and Supply Chain Strategy 2-1 2-1 2-1 Chapter 02 Operations and Supply Chain Strategy Answer Key Multiple-Choice Questions 1. At Disney, "Making People Happy" is an example of A. operations mission. B. corporate strategy. C. business strategy. D. operations strategy. LO: 2.1 Topic: Operations

Chapter 02 - Operations and Supply Chain Strategy 2-10 2-10 2-10 28. An ice cream manufacturers use of energy-efficient and natural hydrocarbon (HC) freezers instead of commonly used hydroflurocarbon (HFC) freezers is an example of A. corporate strategy. B. business strategy. C. operations strategy. D. distinctive competence. LO: 2.1

Chapter 03 - Product Design 3-1 3-1 3-1 Chapter 3 Product Design Answer Key Multiple-Choice Questions 1. The market-pull view of new product innovation is to A. "pull" the products into the market as fast as possible. B. develop products that the company can sell, based on

Chapter 03 - Product Design 3-10 28. According to the text, which of the following is a prerequisite to mass customization? A. Modular design B. Cross-functional collaboration C. Quality function deployment (QFD) D. Concurrent engineering LO: 3.6 Topic: Modular Design Difficulty: 2 Moderate AACSB: Reflective thinking Blooms: Understand

Chapter 04 - Process Selection 4-1 4-1 4-1 Chapter 4 Process Selection Answer Key Multiple-Choice Questions 1. A large office with a printing department, a drafting department with all of the engineers located together, and all of the managers located together in a large suite of offices is

Chapter 04 - Process Selection 4-11 4-11 4-11 31. The focus of the factory may take shape around several dimensions. Which of the following is NOT a dimension for focusing operations? A. Process type B. Volume of sales C. Technology D. Capacity LO: 4.5 Topic: Focused Operations Difficulty: 2

Chapter 05 - Service Delivery System Design 5-1 5-1 5-1 Chapter 05 Service Delivery System Design Answer Key Multiple-Choice Questions 1. Which of the following is NOT a general characteristic of a service? A. Production and consumption are simultaneous. B. The service can be transported. C.

Chapter 05 - Service Delivery System Design 5-11 31. Which of the following is NOT a finding of research on global offshoring of services? A. Services involving transaction processing are commonly offshored and are viewed as commodity services. B. The global supply of talented service workers may be shrinking,

Chapter 06 - Process-Flow Analysis 6-1 Chapter 6 Process-Flow Analysis Answer Key Multiple-Choice Questions 1. In the process view of business, which of the following should be identified when defining the system? A. Interconnected processes across functional areas. B. The process flow analysis approach to be used.

Chapter 06 - Process-Flow Analysis 6-10 28. Flow rate is A. the same as process capacity. B. measured in units per day. C. useful for manufacturing but not service delivery processes. D. the least of either supply, demand, or capacity. LO: 6.5 Topic: Measuring Process Flows Difficulty: 1 Easy

Chapter 07 - Lean Thinking and Lean Systems 7-1 7-1 7-1 Chapter 7 Lean Thinking and Lean Systems Answer Key Multiple-Choice Questions 1. Lean thinking can be applied to A. manufacturing. B. services. C. functions other than operations. D. all of the above. LO: 7.1 Topic:

Chapter 07 - Lean Thinking and Lean Systems 7-11 31. Which of the following is NOT an approach recommended for facilitating implementation of lean? A. Construct a value stream map of every process step and the associated time or value that is added. B. Establish a team of employees

Chapter 08 - Managing Quality 8-1 8-1 8-1 Chapter 8 Managing Quality Answer Key Multiple-Choice Questions 1. Mean time between failure A. is used to measure a product's reliability. B. is used to measure a product's maintainability. C. is used to measure a product's maintainability and

Chapter 08 - Managing Quality 8-11 31. Which of the following statements concerning the Malcolm Baldrige award is true? A. A disadvantage of the award process is its lack of flexibility, requiring each participating organization to follow the same standardized approach. B. The Baldrige criteria are based

Chapter 09 - Quality Control and Improvement 9-1 Chapter 9 Quality Control and Improvement Answer Key Multiple-Choice Questions 1. A complete system of quality control A. is defined by critical control points, inspectors, measurements, costs, and other considerations. B. involves a zero defects philosophy. C. requires a

Chapter 09 - Quality Control and Improvement 9-11 9-11 9-11 28. If the population of items produced does not meet or exceed the upper and low specification limits (all items produced are well within specification limits), the process capability index, Cp, will be A. less than 0.0. B. between

Chapter 09 - Quality Control and Improvement 9-18 9-18 9-18 True/False Questions 46. A production process delivers an unexpectedly large amount of scrap products. Top management has discovered that improper machine maintenance is the reason behind this failure. The above statement is an example of a special cause

Toledo Custom Manufacturing: Quality Control Teaching Notes Synopsis and Purpose Toledo Custom Manufacturing (TCM) makes machined steel parts to customer specification. They have a variety of machines that can hold tight tolerances. In this case they have just received an order for 5000 steel pusher rods that

ToysPlus, Inc. Teaching Notes 1 Synopsis and Purpose ToysPlus is a small company in the toy industry. They control the manufacturing of toys by using an MRP System. Management wants to improve service levels and inventory turns by doing a better job of planning

U.S. STROLLER: Lean Teaching Notes 1 Synopsis and Purpose U.S. Stroller is a manufacturer and distributor of a line of baby strollers. The company makes three types of strollers in a typical batch production system. Recently, profits are down and competition is entering the market

1 Teaching Note for The Westerville Physician Practice Discussion Questions 1. What are the problems in this case? 2. Draw a current state value stream map indicating the customer, supplier, information flow and relevant metrics What is the takt time? What is the total lead time