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OPERATIONS AND SUPPLY CHAIN MANAGEMENT 11TH EDITION PDF

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Operations And Supply Chain Management 11th Edition Pdf

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B the corporate strategy. C the market analysis. D the organizational design. Answer: B Reference: Operations Strategy Difficulty: Moderate Keywords: corporate strategy Learning Outcome: Discuss operations and operations management as a competitive advantage for the organization.

AACSB: Application of Knowledge 4 In response to social and political moves to discourage cigarette smoking, major cigarette manufacturers have had to diversify into other products. Identifying the pressures against smoking is an example of: A environmental scanning. B market segmentation. C flow strategy. D mission statement development. Answer: A Reference: Operations Strategy Difficulty: Moderate Keywords: environmental scanning, strategy Learning Outcome: Discuss the role of operations management in corporate social responsibility and sustainability AACSB: Application of Knowledge 5 A company realizes that recent layoffs at its primary customers reflect potential falling demands for its customers' products, and hence for its own products.

The company has engaged in: A flow strategy. C mission statement redefinition. D environmental scanning. Answer: D Reference: Operations Strategy Difficulty: Moderate Keywords: environmental scanning Learning Outcome: Discuss operations and operations management as a competitive advantage for the organization.

B another name for competitive priorities.

C various flow strategies. D the unique resources and strengths that management considers when formulating strategy. Answer: D Reference: Operations Strategy Difficulty: Moderate Keywords: core competency, strategy Learning Outcome: Discuss operations and operations management as a competitive advantage for the organization.

A facilities B top quality C low-cost operations D on-time delivery Answer: A Reference: Operations Strategy Difficulty: Moderate Keywords: core competency Learning Outcome: Discuss operations and operations management as a competitive advantage for the organization. B other needs. C product needs. D delivery system needs.

Answer: C Reference: Operations Strategy Difficulty: Moderate Keywords: needs assessment Learning Outcome: Discuss operations and operations management as a competitive advantage for the organization.

This is an example of: A market segmentation. B a collaborative effort between the company and its customers. C a needs assessment. D a mission statement. Answer: A Reference: Operations Strategy Difficulty: Moderate Keywords: market segmentation Learning Outcome: Discuss operations and operations management as a competitive advantage for the organization. AACSB: Application of Knowledge 10 One form of strategic alliance is the , in which two firms agree to cooperate to produce a product or service together.

Answer: The customer relationship process identifies, attracts, and builds relationships with external customers and facilitates the placement of orders. The order fulfillment process includes activities required to produce and deliver the service or product to the external customer. The supplier relationship process selects the suppliers of services, materials, and information and facilitates the flow of these items into the firm.

All of these processes exist to provide a service or product to the customer. But once cash flow was healthy, purchasing decisions were made based on the fastest delivery of goods and services by firms.

Operations Management (11th Edition)

In this case, delivery speed is clearly the order qualifier. AACSB: Application of Knowledge 4 Admission to the prestigious school had become so competitive that a high GPA is no longer enough to separate one fresh-faced high school student from another. Today's outstanding candidate must also demonstrate their involvement in a myriad of extracurricular activities in order to be admitted. It seems that good grades are now: A a needs assessment. B order qualifiers.

C order winners. Answer: B Reference: Competitive Priorities and Capabilities Difficulty: Easy Keywords: order qualifier Learning Outcome: Discuss operations and operations management as a competitive advantage for the organization.

It was called planned obsolescence and no one seemed to care until companies entered the market that promised 70,, then 80,, and finally , warranties. What sets a great car apart from a good one now is not the quality, which is assumed, but performance, safety and fuel economy. A car that can achieve all three is highly sought after. In the automotive market, performance, safety and fuel economy are sterling examples of: A order winners.

B a needs assessment. C order qualifiers. Answer: A Reference: Competitive Priorities and Capabilities Difficulty: Easy Keywords: order winner Learning Outcome: Discuss operations and operations management as a competitive advantage for the organization. Your list of considerations include the computer's speed in processing data, its weight, screen size, and price.

You consider a number of different models, and narrow your list based on speed and monitor screen size, then finally select a model to buy based on its weight and price. In this decision, weight and price are examples of: A order qualifiers. Answer: C Reference: Competitive Priorities and Capabilities Difficulty: Easy Keywords: order winner Learning Outcome: Discuss operations and operations management as a competitive advantage for the organization.

B are the cost, quality, time and flexibility dimensions that a process or supply chain actually possesses and is able to deliver. C are used to distinguish between a service that is considered and one that is actually purchased. D are developed by a review of internal operations capabilities.

Answer: A Reference: Competitive Priorities and Capabilities Difficulty: Easy Keywords: competitive priorities Learning Outcome: Discuss operations and operations management as a competitive advantage for the organization. Your list of considerations include the computer's speed in processing data, its weight, screen size and price. You consider a number of different models, and narrow your list based on its speed and monitor screen size, then finally select a model to buy based on its weight and price.

In this decision, speed and monitor screen size are examples of: A order winners. B a mission statement. D order qualifiers. Answer: D Reference: Competitive Priorities and Capabilities Difficulty: Easy Keywords: order qualifier Learning Outcome: Discuss operations and operations management as a competitive advantage for the organization. AACSB: Application of Knowledge 9 Using an airline example for competitive priorities, the process capability of handling service needs of all market segments and promotional programs would be best described by: A top quality.

B variety. C consistent quality. D delivery speed. Answer: B Reference: Competitive Priorities and Capabilities Difficulty: Easy Keywords: variety, competitive priorities Learning Outcome: Discuss operations and operations management as a competitive advantage for the organization. D development speed.

Answer: D Reference: Competitive Priorities and Capabilities Difficulty: Easy Keywords: development speed, competitive priorities Learning Outcome: Discuss operations and operations management as a competitive advantage for the organization. AACSB: Application of Knowledge 11 A business focusing on increasing the efficiency of its operations is more directly addressing: A volume flexibility.

D low-cost. Answer: D Reference: Competitive Priorities and Capabilities Difficulty: Easy Keywords: efficiency, low-cost, competitive priority Learning Outcome: Discuss operations and operations management as a competitive advantage for the organization. AACSB: Application of Knowledge 12 While other suppliers bidding for the contract brought bids with lower per unit costs, Orchard wanted to take delivery based on the fact that the components they were using were machined to their exacting specifications Orchard's competitive priority was: A top quality.

B consistent quality. C on-time delivery. Answer: B Reference: Competitive Priorities and Capabilities Difficulty: Moderate Keywords: competitive priorities Learning Outcome: Discuss operations and operations management as a competitive advantage for the organization. AACSB: Application of Knowledge 13 A popular haberdashery could take a customer's measurements in the afternoon and produce a dandy suit ready for customer pickup by next morning.

Their competitive priority was: A variety. B top quality. C delivery speed. D on-time delivery. Answer: C Reference: Competitive Priorities and Capabilities Difficulty: Moderate Keywords: competitive priorities Learning Outcome: Discuss operations and operations management as a competitive advantage for the organization. AACSB: Application of Knowledge 14 For students not wanting a traditional major in marketing or accounting, for example, the college decided to create a general business major, which allowed any combination of the easiest business courses to comprise the program.

The competitive priority achieved in this example is: A customization.

B delivery speed. Answer: A Reference: Competitive Priorities and Capabilities Difficulty: Easy Keywords: customization, competitive priority Learning Outcome: Discuss operations and operations management as a competitive advantage for the organization.

Answer: A Reference: Competitive Priorities and Capabilities Difficulty: Easy Keywords: volume flexibility, competitive priorities Learning Outcome: Discuss operations and operations management as a competitive advantage for the organization.

AACSB: Application of Knowledge 16 A firm gains competitive advantage by outperforming competitors in terms of competitive priorities, which fall into four major groups: , , , and. Answer: cost, quality, time, flexibility Reference: Competitive Priorities and Capabilities Difficulty: Easy Keywords: competitive priorities, cost, quality, time, flexibility Learning Outcome: Discuss operations and operations management as a competitive advantage for the organization.

Answer: Lead time Reference: Competitive Priorities and Capabilities Difficulty: Easy Keywords: time, delivery speed Learning Outcome: Discuss operations and operations management as a competitive advantage for the organization. Answer: On-time delivery Reference: Competitive Priorities and Capabilities Difficulty: Easy Keywords: on-time delivery Learning Outcome: Discuss operations and operations management as a competitive advantage for the organization.

AACSB: Application of Knowledge 19 is the ability to accelerate or decelerate the rate of production quickly to handle large fluctuations in demand. Answer: Volume flexibility Reference: Competitive Priorities and Capabilities Difficulty: Easy Keywords: volume flexibility, demand fluctuations Learning Outcome: Discuss operations and operations management as a competitive advantage for the organization.

AACSB: Application of Knowledge 20 Every sub-contractor knew that their quality had to be excellent to be considered for the project; it was their ability to deliver on time that would secure the lucrative contract. Quality was recognized as being an , but on-time delivery was the. Answer: order qualifier, order winner Reference: Competitive Priorities and Capabilities Difficulty: Moderate Keywords: order qualifier, order winner Learning Outcome: Discuss operations and operations management as a competitive advantage for the organization.

Give an example from an organization public or private, manufacturing or service. Answer: An operations strategy is the means by which operations implements the firm's corporate strategy.

Competitive priorities are the key capabilities that operations must develop to compete successfully in a market segment. Possible competitive priorities include low-cost operation, high-performance design, consistent quality, delivery speed, on-time delivery, development speed, customization, and volume flexibility. Examples will vary. Reference: Competitive Priorities and Capabilities Difficulty: Moderate Keywords: operations strategy competitive priorities Learning Outcome: Discuss operations and operations management as a competitive advantage for the organization.

Answer: The two competitive priorities are top quality, which is the determination of the level of operations performance required in making a product or performing a service, and consistent quality, which measures the frequency with which the product or service meets design specifications. Reference: Competitive Priorities and Capabilities Difficulty: Moderate Keywords: competitive priorities, top quality, consistent quality Learning Outcome: Discuss operations and operations management as a competitive advantage for the organization.

Answer: The three competitive priorities for time are delivery speed, on-time delivery, and development speed. Delivery speed refers to the elapsed time between receiving a customer's order and filling it. On-time delivery measures the frequency with which delivery-time promises are met. Development speed measures how quickly a new product or service is introduced. Reference: Competitive Priorities and Capabilities Difficulty: Moderate Keywords: competitive priorities, delivery speed, on-time delivery, development speed Learning Outcome: Discuss operations and operations management as a competitive advantage for the organization.

AACSB: Application of Knowledge 5 In an assembly operation at a furniture factory, six employees assembled an average of custom chairs per 5-day week.

What is the labor productivity of this operation? A 90 chairs per worker per day B 20 chairs per worker per day C 15 chairs per worker per day D 75 chairs per worker per day Answer: C Reference: Addressing the Trends and Challenges in Operations Management Difficulty: Moderate Keywords: labor productivity Learning Outcome: Discuss operations and operations management as a competitive advantage for the organization. Which of the following actions will increase productivity? Increase labor per 10 units of production 2.

Decrease labor per 10 units of production 3. Increase number of units per 10 minutes of labor 4. Decrease number of units per 12 minutes of labor A 1 and 3 only B 2 and 4 only C 1 and 4 only D 2 and 3 only Answer: D Reference: Addressing the Trends and Challenges in Operations Management Difficulty: Easy Keywords: labor productivity Learning Outcome: Discuss operations and operations management as a competitive advantage for the organization.

Weekly overhead is charged at the rate of 1. What is the multifactor productivity for the week? The current process uses 10 workers and produces units per hour. You are considering changing the process with new assembly methods that increase output to units per hour, but will require 14 workers. What is the multifactor productivity of the current process?

B The response time is longer. C There is less customer contact. D The facilities tend to be smaller. A physical, durable output. B high levels of customer contact.

C output that cannot be inventoried. D low levels of capital intensity. Application of Knowledge 20 Service processes usually have: B low levels of customer contact. C output that can be inventoried. Application of Knowledge 21 A n is any activity or group of activities that takes one or more inputs, transforms and adds value to them, and provides one or more outputs for its customers.

Provide examples to illustrate your arguments. Manufactured Goods Services Physical, durable products Intangible, perishable products Output can be produced, stored, and Can't be produced and stored transported Low customer contact Customers can be part of the input and part of the process Have days to deliver Must be offered within minutes Regional, national, or international Local markets markets Large facilities Small facilities Capital intensive Labor intensive Quality easily measured Quality not easily measured Examples will vary.

Application of Knowledge 23 Identify a large employer in your hometown. Describe this organization's inputs, processes, and outputs. Answers will vary based on the employer selected. A Supply Chain View Difficulty: Compare common approaches to supply chain design. Application of Knowledge 3 One distinction between core processes and support processes is that core process can cut across the organization while support processes do not.

Application of Knowledge 4 A set of activities that delivers value to external customers is a: A supply chain. B core process. C support process. D system. Application of Knowledge 5 Budgeting, recruiting, and scheduling are examples of a n: A development. A customer relationship process. B new service development process.

C order fulfillment process. D supplier relationship process. Application of Knowledge 7 The process that includes the activities required to produce and deliver the service or product to the external customer is called the: Application of Knowledge 8 Which of these business processes typically lies within the realm of operations?

A complaint handling B customer relationship C help desks D waste management Answer: Application of Knowledge 9 The cumulative work of the processes of a firm is a n.

Support processes Reference: Operations Strategy Difficulty: Application of Knowledge 2 Firm A wants to enter a foreign market and has a skill that is difficult to duplicate. Application of Knowledge 3 The framework for carrying out all of an organization's functions is: A the competitive priority. B the corporate strategy. C the market analysis. D the organizational design.

Identifying the pressures against smoking is an example of: A environmental scanning. B market segmentation. C flow strategy. D mission statement development. Discuss the role of operations management in corporate social responsibility and sustainability AACSB: Application of Knowledge 5 A company realizes that recent layoffs at its primary customers reflect potential falling demands for its customers' products, and hence for its own products.

The company has engaged in: A flow strategy. C mission statement redefinition. D environmental scanning. Application of Knowledge 6 Core competencies are: A product or service attributes that represent the needs of a particular market segment.

B another name for competitive priorities. C various flow strategies. D the unique resources and strengths that management considers when formulating strategy. A facilities B top quality C low-cost operations D on-time delivery Answer: Application of Knowledge 8 Price, quality, and the degree of customization are all examples of: A volume needs. B other needs. C product needs. D delivery system needs. Application of Knowledge 9 The Gap, Inc. This is an example of: A market segmentation.

B a collaborative effort between the company and its customers. C a needs assessment. D a mission statement. Application of Knowledge 11 What are four core processes in a firm and how are they related? The customer relationship process identifies, attracts, and builds relationships with external customers and facilitates the placement of orders. The order fulfillment process includes activities required to produce and deliver the service or product to the external customer.

The supplier relationship process selects the suppliers of services, materials, and information and facilitates the flow of these items into the firm. All of these processes exist to provide a service or product to the customer. Competitive Priorities and Capabilities Difficulty: Application of Knowledge 2 Flexibility is a possible competitive priority. But once cash flow was healthy, purchasing decisions were made based on the fastest delivery of goods and services by firms.

In this case, delivery speed is clearly the order qualifier. Application of Knowledge 4 Admission to the prestigious school had become so competitive that a high GPA is no longer enough to separate one fresh-faced high school student from another. Today's outstanding candidate must also demonstrate their involvement in a myriad of extracurricular activities in order to be admitted. It seems that good grades are now: A a needs assessment. B order qualifiers.

C order winners. Application of Knowledge 5 The first three cars I bought all fell apart around 50, miles.

It was called planned obsolescence and no one seemed to care until companies entered the market that promised 70,, then 80,, and finally , warranties.

What sets a great car apart from a good one now is not the quality, which is assumed, but performance, safety and fuel economy. A car that can achieve all three is highly sought after. In the automotive market, performance, safety and fuel economy are sterling examples of: A order winners. B a needs assessment. C order qualifiers.

If You're a Student

Your list of considerations include the computer's speed in processing data, its weight, screen size, and price. You consider a number of different models, and narrow your list based on speed and monitor screen size, then finally select a model to buy based on its weight and price. In this decision, weight and price are examples of: A order qualifiers.

Application of Knowledge 7 Competitive priorities: A may change over time. B are the cost, quality, time and flexibility dimensions that a process or supply chain actually possesses and is able to deliver. C are used to distinguish between a service that is considered and one that is actually purchased.

D are developed by a review of internal operations capabilities. Application of Knowledge 8 You are interested in buying a laptop computer. Your list of considerations include the computer's speed in processing data, its weight, screen size and price. You consider a number of different models, and narrow your list based on its speed and monitor screen size, then finally select a model to buy based on its weight and price. In this decision, speed and monitor screen size are examples of: B a mission statement.

D order qualifiers. A top quality. B variety. C consistent quality. D delivery speed. Application of Knowledge 10 A company's ability to quickly introduce a new service or product would be best described as: A volume flexibility. D development speed. Application of Knowledge 11 A business focusing on increasing the efficiency of its operations is more directly addressing: D low-cost.

Orchard's competitive priority was: B consistent quality. C on-time delivery. Application of Knowledge 13 A popular haberdashery could take a customer's measurements in the afternoon and produce a dandy suit ready for customer pickup by next morning.

Operations Management: Processes and Supply Chains, 11th Edition

Their competitive priority was: A variety. B top quality. C delivery speed. D on-time delivery. Application of Knowledge 14 For students not wanting a traditional major in marketing or accounting, for example, the college decided to create a general business major, which allowed any combination of the easiest business courses to comprise the program.

The competitive priority achieved in this example is: A customization. B delivery speed. Application of Knowledge 16 A firm gains competitive advantage by outperforming competitors in terms of competitive priorities, which fall into four major groups: Application of Knowledge 17 is the elapsed time between receiving a customer's order and filling it. Lead time Reference: Application of Knowledge 18 measures the frequency with which delivery-time promises are met.

On-time delivery Reference: Volume flexibility Reference: Application of Knowledge 20 Every sub-contractor knew that their quality had to be excellent to be considered for the project; it was their ability to deliver on time that would secure the lucrative contract. Quality was recognized as being an , but on-time delivery was the.

Application of Knowledge 21 Explain what an operations strategy is and the importance of competitive priorities. Give an example from an organization public or private, manufacturing or service.

An operations strategy is the means by which operations implements the firm's corporate strategy. Competitive priorities are the key capabilities that operations must develop to compete successfully in a market segment. Possible competitive priorities include low-cost operation, high-performance design, consistent quality, delivery speed, on-time delivery, development speed, customization, and volume flexibility.

Examples will vary. Application of Knowledge 22 Name the two competitive priorities for quality and give an example of each. The two competitive priorities are top quality, which is the determination of the level of operations performance required in making a product or performing a service, and consistent quality, which measures the frequency with which the product or service meets design specifications.

The three competitive priorities for time are delivery speed, on-time delivery, and development speed. Delivery speed refers to the elapsed time between receiving a customer's order and filling it. On-time delivery measures the frequency with which delivery-time promises are met.

Development speed measures how quickly a new product or service is introduced. Application of Knowledge 2 Most products today are composites of global materials and services from throughout the world. Application of Knowledge 3 The increased global presence of many firms has lessened the burden to behave ethically. Application of Knowledge 5 In an assembly operation at a furniture factory, six employees assembled an average of custom chairs per 5-day week.

What is the labor productivity of this operation? A 90 chairs per worker per day B 20 chairs per worker per day C 15 chairs per worker per day D 75 chairs per worker per day Answer: Analytical Thinking 6 A manufacturing process requires 12 minutes of labor to make 10 units of product. Which of the following actions will increase productivity?

Increase labor per 10 units of production 2. Decrease labor per 10 units of production 3. Increase number of units per 10 minutes of labor 4.

Decrease number of units per 12 minutes of labor A 1 and 3 only B 2 and 4 only C 1 and 4 only D 2 and 3 only Answer: Analytical Thinking. For the week, total labor costs are: Weekly overhead is charged at the rate of 1.

What is the multifactor productivity for the week? Analytical Thinking Table 1. The current process uses 10 workers and produces units per hour. You are considering changing the process with new assembly methods that increase output to units per hour, but will require 14 workers.

Particulars are as follows:.South Korean firms moved much of their sports shoe production to low-wage Indonesia and China, but they still manufacture hiking shoes and in-line roller skates in South Korea because of the greater skills required. Application of Knowledge 20 Every sub-contractor knew that their quality had to be excellent to be considered for the project; it was their ability to deliver on time that would secure the lucrative contract.

B are the cost, quality, time and flexibility dimensions that a process or supply chain actually possesses and is able to deliver. Successfully reported this slideshow. D low-cost.

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