Operations Management: Creating Value Along The Supply Chain, 1st Canadian Edition Solution Manual

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CHAPTER 1–INTRODUCTION TO OPERATIONS AND SUPPLY CHAINMANAGEMENTANSWERS TO QUESTIONS, PROBLEMS, AND CASE PROBLEMSAnswers to Questions1-1.The operations function involves organizing work, selecting processes, arranginglayouts,locating facilities, designing jobs, measuring performance, controlling quality, schedulingwork, managing inventory, and planning production. Operations interacts with marketingin product development, forecasting, production planning, and customer service.Operations and finance interact in capital budgeting, cost analysis, production andinventory planning, and expansion and technology plans. Operations and human resourceswork together recruiting, training and evaluating workers, designing jobs and working withunions. IT and operations work together daily on e-commerce, enterprise resource planningand supply chain management systems.1-2.a.Operations at a bank involves transferring funds, processing funds, providingcheques,cashingcheques, preparing monthly statements, reconciling statements, approvingloans, loaning money, keeping track of loan payments, approving credit cards, andmore.b.Operations at a retail store involves purchasing goods, stocking goods, selling goods,keeping track of inventory, scheduling workers, laying out the store, locating the store,forecasting demand, and more.c.Operations at a hospital involves preparing the rooms, scheduling doctors, nurses andother workers, processing paperwork, ordering supplies, caring for patients, maintainingthe facility, laying out the facility, ensuring quality and more.d.Operations at a cable TV company involves taking orders, installing equipment,maintaining equipment, keeping the shows on the air, scheduling work, processingstatements and payments, and more.1-3.Inventions during theindustrial revolutionbrought workers together under one roof in afactory setting where division oflabourand interchangeable parts encouraged theformation of separate worker and management jobs. Ideas from thescientific managementera made work more efficient.Human relationstheorists emphasized the importance of thehuman element in operations management.The management science erasaw manyadvances in quantitative techniques and their application. Thequality revolutionfocusedmanagement on meeting customer expectations and emphasized quality over quantity. TheInternetbrought numerous opportunities to do work faster and better. It also opened doorsto new markets worldwide. Today’s successful companies compete worldwide for bothmarket access and production resources.1-4.Competitivenessis the degree to which a nation can produce goods and services that meetthe test of international markets. A country’s competitiveness is measured by its GNP,import/export ratio, and increases in productivity. Industry competitiveness can bemeasured by the number of major players in the industry, average market share, and

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