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1、Chapter1OperationsandProductivityDISCUSSIONQUESTIONS1.Whyshouldonestudyoperationsmanagement?SOLUTIONThetextsuggestsfourreasonstostudyOM.Wewanttounderstand(1)howpeopleorganizethemselvesforproductiveenterprise,(2)howgoodsandservicesarcproduced,(3)whatoperationsmanagersdo,and(4)thiscostlypartofourecono
2、myandmostenterprises.6. Whatarethethreebasicfunctionsofafirm?SOLUTIONThebasicfunctionsofafirmaremarketing,accounting/finance,andoperations.Aninterestingclassdiscussion:Doallfirms/organizations(private,government,not-fbr-profit)performthesethreefunctions?Theauthors*hypothesisisyes,theydo.7. Namethe10
3、decisionareasofoperationsmanagement.SOLUTION1. DesignofGoodsandServices.2. ManagingQuality.3. ProcessStrategy.4. LocationStrategies.5. LayoutStrategies.6. HumanResources.7. Supply-ChainManagement.8. InventoryManagement.9. Scheduling.10. Maintenance.13.DescribesomeoftheactionstakenbyTacoBelltoincreas
4、eproductivitythathaveresultedinTacoBell,sabilitytoservewtwicethevolumewithhalfthelabor.SOLUTIONTacoBelldesignedmealsthatwereeasytoprepare;withactualcookingandfoodpreparationdoneelsewhere;automationtosavepreparationtime;reducedfloorspace;managertrainingtoincreasespanofcontrol.PROBLEMS1.1 JohnLucymake
5、swoodenboxesinwhichtoshipmotorcycles.Johnandhisthreeemployeesinvest40hoursperdaymakingthe120boxes.a) Whatistheirproductivity?b) Johnandhisemployeeshavediscussedredesigningtheprocesstoimprovetheproductivity.Iftheycanincreasetherateto125perday,whatwillbetheirnewproductivity?c) Whatwillbetheirincreasei
6、nproductivity?SOLUTION(a)=3.0boxes/hour(b) j-4L=3.125boxes/hour(c) Changeinproductivity=0.125boxes/hour(d) Percentagechange=4.166%4.6 EricJohnsonmakesbilliardballsinhisNewEnglandplant.Withrecentincreasesinhiscosts,hehasanewfoundinterestinefficiency.Ericisinterestedindeterminingtheproductivityofhisor
7、ganization.Hewouldliketoknowifhisorganizationismaintainingthemanufacturingaverageof3%increaseinproductivity.Hehasthefollowingdatarepresentingamonthfromlastyearandanequivalentmonththisyear:LASTYEARNOWUnitsproduced1,0001,000Labor(hours)300275Resin(pounds)5045Capitalinvested($)10,00011,000Energy(BTU)3,
8、0002,850Showtheproductivitychangeforeachcategoryandthendeterminetheimprovementforlabor-hours,thetypicalstandardforcompassion.SOLUTIONResourceLastYearThisYearChangePercentChangeLabor=3.33二二3.642750.31*=9.3%Resin二二20ED-=22.22盛2.22三二11.1%20CiPital0.110.000-=0.0911.000-0.01=-10.0%Energy0.02=6.1%4.7 Eric
9、Johnson(usingdatafromProblem1.6)determineshiscoststobeasfollows: labor$10perhour; resin$5perpound; capital1%permonthofinvestment; energy$.50perBTU.Showtheproductivitychange,foronemonthlastyearversusonemonththisyear,onamultifactorbasiswithdollarsasthecommondenominator.SOLUTIONLastYearThisYearProducti
10、on1,0001,000Laborhr.$10$3,000$2,750Resin$5250225Capitalcost/month100110Energy1,5001,425$4,850$4,510叫产，。吗&50/L七0.206-0.222-0.016LCiCio=-=0.078fewerresources为85Chapter2OperationsStrategyinaGlobalEnvironmentp42DISCUSSIONQUESTIONS6.Describehowanorganization,smission（使命）andstrategy（战略）havedifferentpurpos
11、es.Solution:AmissionspecifieswheretheorganizationisgoingandaStrategyspecifieshowitisgoingtogetthere.10.Therearethreeprimarywaystoachievecompetitiveadvantage.Provideanexample,notincludeinthetext,ofeach.Supportyourchoices.Solution:Thetextfocusesonthreeconceptualstrategie-costleadership,differentiation
12、andresponse.CostleadershipbyWal-Martvialowoverhead,viciouscostreductioninthesupplychain;Differentiation,certainlyanypremiumproduc-allfinediningrestaurants,up-scaleautos-Lexus,etc.;Response,yourlocalpizzadeliveryservice,FedEx,etc.12.GiventhediscussionofSouthwestAirlinesinthetest,defineanoperationsstr
13、ategy（运营战略）forthatfirm.Solution:TheintegrationofOMwithmarketingandaccountingispervasive.Youmightwanttociteexamplessuchasdevelopingnewproducts.（Marketingmusthelpwiththedesign,theforecastandtargetcosts;accountingmustensureadequatecashfordevelopmentandthenecessarycapitalequipment.）Similarly,newtechnolo
14、gyornewprocessesemanatingfromoperationsmustmeettheapprovalofmarketingandthecapitalconstraintsimposedbytheaccountingdepartment.PROBLEMS2 .1Thetestprovidesthreeprimaryways-strategicapproaches一forachievingcompetitiveadvantage.Provideanexampleofeachnotprovidedinthetest.Supportyourchoices.（Hint:Notetheex
15、ampleprovidedinthetest.）Solution:Thethreemethodsarecostleadership,differentiation,andresponse.CostleadershipcanbeillustratedbyWal-Mart,withlowoverheadandhugebuyingpowertopressureitssuppliersintoconcessions.Differentiationcanbeillustratedbyalmostanyrestaurantorrestaurantchain,suchasRedLobster,whichoffersadistinctmenuandstyleofservicethanothers.ResponsecanbeillustratedbyacourierservicesuchasFedEx,thatguaranteesspecificdeliveryschedules;orbyacustomtailor,whowillhandmakeasuitspecificallyforthecustom
