Operations Management, 5th Canadian Edition Solution Manual

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Chapter 11-1CHAPTER 1INTRODUCTION TO OPERATIONS MANAGEMENTTeaching NotesThe initial meeting withthe class (the first chapter) isprimarily to overviewthe course (text), and tointroduce the instructor and his/her interest in OperationsManagement.Thecourse outline (syllabus), theobjectives of the course andtopics, chapters, and pages of text covered in the course, as well asproblems/cases to be done in class, videos to watch, Excel worksheets to use, etc. are announced to theclass.Many studentsmayknow littleaboutOMandthetypes of jobs available.This point can beaddressed inorderto generate enthusiasm for the course.The Learning Objectives at the beginning of the chapterindicatethe highlights of the chapter.Answers to Discussion and Review Questions1.Operations managementisthe management ofactivities and resourcesthat create goods and/orprovide services.2.Production/operationsplanner/scheduler/controller, demand planner (forecaster), qualityspecialist, logistics coordinator, purchasing agent/buyer,supplychainmanager,materials planner,inventory clerk/manager, production/operations manager.3.a.Because a large%of a company’s expenses occur in the operations,e.g.,purchasingmaterials and workforce salaries, more efficient operationscan result in large increases inprofits.b.Alarge number of management jobs are inOM.c.Activities in all other areas ofanyorganization are all interrelated withOM.4.The threemajorfunctionsoforganizationsare operations, finance, and marketing. Operations isconcerned with the creation of goods and servicesidentified by marketing, finance is concernedwith provision of funds necessary for operation and investment of extra funds, and marketing isconcerned with promoting and/or selling goods or services.5.The operations function consists of all activities that are directly related to producing goods orproviding services. It is the core ofmost organizations. Itaddsvalue duringthetransformationprocess (the difference between the cost of inputs and price of outputs).An operations managermanages the transformation function.He/she is responsible for planning and use of resources(labour, machines, and materials). Not all jobs which are primarily OM are called as such.Thekinds of jobs that operations managers oversee vary tremendously from organization toorganization largely because of the different goods or services involved.For example, astore/restaurant manager is in effect an operations manager. See Figure 1-6 for examples oftypical activities performed by operations managers.6.Design decisions are usually strategic and long term (1–5 yearsor soahead), whereasplanningand controldecisionsare shorter term.In particular,planning decisions are tactical and mediumterm (1–12 monthsor soahead), and control decisions(including schedulingand execution)are

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