Solution Manual for Operations Management, 2nd Edition

Name: Solution Manual for Operations Management, 2nd Edition
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Author: Claire Mitchell

Solution Manual for Operations Management, 2nd Edition ensures you understand each concept clearly with textbook-based learning.

Claire Mitchell

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1
CHAPTER 1
INTRODUCTION TO OPERATIONS MANAGEMENT
CONCEPTUAL QUESTIONS
1.
Answer: Slogan A emphasizes Fit; Slogan B emphasizes Timing; Slogan C
emphasizes Price; Slogan D emphasizes Location; and Slogan E emphasizes
Performance.
2.
Answer: D. Customer Satisfaction
3.
Answer: False
4.
Answer: False
5.
Answer: Yes
6.
Answer: C. Fatigue
7.
Answer: B. An emergency room doctor has no patients at the moment.
8.
Answer: B. How much do we pay the CEO?
9.
Answer: B. The amount of land they rent for grazing sheep.

2
PROBLEMS AND APPLICATIONS
1.
Answer: C. Location and Time
2.
Answer: B. Fit.
Feedback: Fit is a subcomponent of the consumption utility that captures how well
the product or service matches with the unique characteristics of a given consumer.
3.
Answer: A. Performance.
Feedback: Performance is a subcomponent of the consumption utility that captures
how much an average consumer desires a product or service.
4.
Answer: D. Timing.
Feedback: The "to-go" section is designed for customers to purchase food quickly
and move on their way to their departure gate. The primary focus is on the speed of
service, which addresses the timing element of the customer utility function.
5.
Answer: A. Performance.
Feedback: The "special edition" coupe has features that give it a higher level of
performance compared to the standard model. As a result, the "special edition"
vehicle clearly emphasizes the performance dimension of the customer utility
function.
6.
Answer: Hotels B, C, and D.
Feedback: The only hotel that is Pareto dominated is hotel A - all other are on the
efficient frontier. Hotel A is Pareto dominated by hotel B, as B is both cheaper and
better.

3
7.
Answer: Carriers A, B, and C.
Feedback: Carrier D is the only one not on the efficient frontier because it is
dominated by Carrier A on both measures.
8.
Answer: Dry Cleaner B.
Feedback: Dry Cleaner B is the only one not on the efficient frontier because it is
dominated by both Dry Cleaner A and C on both measures.
9.
Answer: C. Empty bottles.
Feedback: The bottle is a part of the soft drink product.
10.
Answer: B. Bottling machines.
Feedback: The bottling machine is a resource used to manufacture the soft drinks.
The other items are inputs and are part of the product.
11.
Answer: C.
Feedback: The only item in the list that is a material used in the doctor's office
operations is a needle. The rest of the items would be considered resources.
12.
Answer: B.
Feedback: The only item in the list that is used to transform inputs to outputs is the
projector. The rest of the items in the list would be classified as inputs because they
are materials and supplies used in the operations.
13.
Answer: D.

4
ck: Employee work schedules set a week in advance
14.
Answer: C.
Feedback: Customers incorrectly list information on forms
15.
Answer: A and D.
Feedback: Convenience refers to the questions of “when” and “where” the demand
will be fulfilled.
16.
Answer: B.
Feedback: The operational efficiency will affect the price that the firm is able to
charge for its product and service to maximize its profitability.
17.
Answer: C.
Feedback: The product or service characteristics will affect how much each
consumer will like the overall product or service, which is measured by
consumption utility.
CASE
There is no case for this chapter.

1
CHAPTER 2
INTRODUCTION TO PROCESSES
CONCEPTUAL QUESTIONS
1.
Answer: C. Number of customers.
Feedback: The number of workers, cash registers, and suppliers are unlikely to
change much over the course of a month and do not “flow” through the process of
the hardware store.
2.
Answer: D. The number of patients.
Feedback: Physicians, beds, and square footage are unlikely to change much over the
course of a month and do not “flow” through the process of a hospital.
3.
Answer: The flow rate is 1,000 passengers per day and the flow time is 5 days.
4.
Answer: The inventory is 15 voters.
Feedback: The flow rate is 1,800 / 10 = 180 per hour, or 180 / 60 = 3 per minute.
The flow time is 5 minutes.
5.
Answer: B.
Feedback: The flow rate into a process must equal the flow rate out of a process.
6.
Answer: B.
Feedback: 50 callers is an inventory.
7.
Answer: A.

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2
ck: A rate is given in flow units per unit of time, as in six customers over 3-hours.
8.
Answer: B.
Feedback: That is flow units per unit of time, which is a flow rate.
9.
Answer: False.
Feedback: Little’s Law applies even if there are fluctuations in inventory, flow rates,
and flow times.
10.
Answer: False.
Feedback: The same time units must be used for the flow rate and the flow time.
11.
Answer: C.
Feedback: Flow rates are flow units per time period.
PROBLEMS AND APPLICATIONS
1.
Answer: D.
Feedback: The number of customers is the appropriate flow unit for process
analysis. The employees are resources, and the other two measures are unlikely to
change from week to week.
2.
Answer: B.
Feedback: The number of tax returns completed each week reflects the main
operation of the accounting firm during tax season. The accountants are resources;
the customers with past-due invoices reflect the accounts receivable process and
not the main operation; and the reams of paper received are a result of the firm’s
purchasing policies and not necessarily the main operation.

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3
3.
Answer: A and D are correct
Feedback: The gasoline pumps and employees are resources, not flow units.
4.
Answer: 0.4 callers per minute
Feedback: 8 calls divided by 20 minutes = 0.4 calls per minute.
5.
Answer: 4 minutes
Feedback: To calculate the flow time of the callers, subtract the callers departure
time from his or her arrival time. 32 total minutes divided by 8 callers = 4 minutes.
6.
Answer: 0.1667 customers per minute
Feedback: Flow rate = 10 customers divided by 60 minutes = 0.1167.
7.
Answer: 8.6 minutes
Feedback: To calculate the flow time of the customers, subtract the customers
departure time from his or her arrival time. 86 total minutes divided by 10
customers = 8.6 minutes.
8.
Answer: 1/6.
Feedback: 5 customers per 30 minutes = 1/6 customer per minute.9.
Based on the data provided in Table 2.6, what is the flow time of customers from 3:30 to
4:00 pm?
Answer: 6 minutes
Feedback: (2+10+12+1+5)/5 = 6 minutes.
10.
Answer: 4 minutes

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4
ck: To solve this problem, use Little’s Law. Inventory = Flow rate × Flow time. 10
people in line (average inventory) = 2.5 flow rate x flow time
Flow time = 4 minutes
The flow rate is 300 customers divided by 120 minutes = 2.5
11.
Answer: 90,000 wafers
Feedback: 100 per second x 60 seconds per minute x 15 minutes = 90,000
12.
Answer: 360 skiers
Feedback: 1,800 skiers divided by 60 minutes per hour (flow rate) x 12 minutes
(flow time) = 360 skiers
13.
Answer: 8,539 visitors
Feedback: Flow rate = 3,400,000 visitors divided by 365 days = 9,315.07 visitors per
day
Flow Rate = 22 hours/ 24 hours per day = .9167 day
Inventory = 9,315.07 (flow rate) x 0.9167 (flow time) = 8539.12 visitors per day
14.
Answer: 900,000 patients
Feedback: 6 months (flow time) x 150,000 new patients per month = 900,000
patients
15.
Answer: 20 chat sessions
Feedback: Flow rate = 240 chats divided by 30 employees = 8
Flow time = 5 minutes divided by 60 minutes = 0.833 hour
Inventory = Flow Rate x Flow Time, 8 x 0.833= 0.6667 x 30 employees = 20 chats

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5
16.
Answer: 840 units
Feedback: 4,200 units divided by (12 minutes/60 minutes) = 840 units
17.
Answer: 120 skiers
Feedback: 1,200 beds divided by 10 days = 120 new skiers per day.
18.
Answer: 7.5 minutes
Feedback: To solve this problem, use Little’s Law. Inventory = Flow rate × Flow time.
30 people in line (average inventory) = 240 customers/ 60 minutes (flow rate) x
flow time. Flow time = 7.5 minutes
19.
Answer: 8 years.
Feedback: 120 associates = 15 new employees x flow time. Flow time = 8
20.
Answer: 1,120,000.
21.
Answer: 1.33.
22.
Answer: 15.

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6
CASE
Although the analysis of the case is relatively simple, the intuition is not always easy to
grasp – many students will intuitively believe that the capacity of the faster lift should be
greater than the capacity of the slower lift. The main lesson in this case is to get students to
understand why that intuition is not correct.
To begin the case discussion, ask the students their opinion as to who is correct, Mark
(unloading capacity should be twice as high on the detachable lift) or Doug (the unloading
capacity should be the same on the two lifts). Hopefully there are students who support
each opinion.
To resolve the question, begin with the simple process flow diagram:
Ask the question “Do all of the skiers that get on the lift at the bottom get off the lift at the
top?” Of course, the answer is “We would hope so!”. So “What does that mean about how
the rate of skiers getting on the lift, Ron, is related to the rate of skiers getting off the lift,
Roff?” And the answer there must be that they are equal! If the rate on where faster than
the rate off, the number of people on the lift would grow and grow and grow. We know that
can’t happen. Similarly, if the rate off exceeded the rate on, then the number of people on
the lift would shrink and shrink and shrink, leaving the lift eventually with nobody. Which
also doesn’t happen.
So we can add to our process flow diagram:
Now it is time to compare the two lifts. We can draw the process flow for each of them,
emphasizing that the rate on for each must equal the rate off:Lift
Skiers SkiersLift
Skiers Skiers
Ron Roff
=

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7
Now ask students “How can we compare the rates across the two types of lifts?” The
answer is given in the case – we are told that the rate skiers load onto the slow (fixed grip)
lift is the same as the rate they load onto the fast (detachable) lift. That means that Rs = Rf.
And that means that the rates that they onload skiers at the top must be the same!
Thus, Doug is correct – both lifts have the same capacity to unload skiers at the top even
though one is faster than the other.
And this brings us to Jessica’s question – so what is the difference between the two lifts? If
you ask students this question, the likely first response is that skiers spend less time on the
faster lift. And that is correct. But are there other differences? Actually, there are two
additional differences worth mentioning. The first comes from Little’s Law and the 2nd one
requires a deeper understanding of this process.Slow LiftRs Rs
Fast LiftRf RfSlow LiftRs Rs
Fast LiftRf Rf
= =

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8
The first obvious difference is the number of skiers on the lift. According to Little’s Law, I =
R x T. So if the two lifts have the same R, but the faster lift has a smaller T, then the faster
lift must have a smaller I as well:
So fewer people are on the faster lift and they spend less time on the lift but the faster lift
and the slower lift bring skiers to the top at the same rate.
If students can’t get the next difference between the two lifts, then you can prompt them
with the following question “If the faster lift has fewer skiers than the slower lift, then
where are the additional skiers?” Or put another way: “If the ski area attracts a certain
number of skiers but the faster lift has fewer skiers on it, then where are the other skiers?”
The answer is that they are on the slopes! That means that adding a faster lift takes skiers
off the lift but they don’t disappear. Instead, they are on the only other place they can be,
the slopes. Which means, somewhat counter-intuitively, that adding a faster lift makes the
slopes more crowded (holding the total number of skiers fixed).Fast Lift
Tf = seconds on lift
If = # of skiers
R R
Tf < Ts
If = R x Tf < R x Ts = Is

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2
PROBLEMS AND APPLICATIONS
1.
(a)
Answer: 4 customers per hour
Feedback: 60 minutes/15 minutes = 4 customers per hour;
(b)
Answer: 2 customers per hour
(c)
Answer: 50 percent
Feedback: 2 demand / 4 capacity = 50%;
(d)
Answer: 30 minutes per customer
Feedback: Cycle time = 1/flow rate, 2/ 60 minutes= 30 minutes per customer
2.
(a)
Answer: 72 visits per 9 hour work day
Feedback: 12 nurses × 9 hours/1.5 hours per visit = 72 visits;
(b)
Answer: 83 percent
Feedback: 60 demand/ 72 capacity = 83 utilization;
(c)
Answer: 9 minutes per patient
Feedback: (9 hours × 60 minutes) / 60 patients = 9.0 minutes per patient
3.
(a)
Resource 1 Resource 2 Resource 3

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3
(b)
Answer: 0.333 units per minute
Feedback: 1 unit / 3 minutes per unit = 0.333 units per minute.
(c)
Answer: Resource 1
Feedback: Resource 1 has the longest processing time.
(d)
Answer: 50%
Feedback: Demand = 60 minutes / 6 minutes Resource 1bottleneck = 10 units,
Capacity 60 minutes / 3 minutes = 20 units
Utilization = 10 units / 20 units = 50%
(e)
Answer: 1,208 minutes
Feedback: 200 units × 6 minutes Resource 1 + 3 minutes Resource 2 + 5 minutes
Resource 3 = 1,208 minutes.
4.
(a)
(b)
Answer: 1,200 bottles per hour
(c)
Answer: Packaging
(d)
Bottling Apply a
Lid
Labeling Packaging

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