Solution Manual for Operations Management 12th Edition Heizer

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Solution Manual Manual for Operation Operationss Management Management 12th Edition Edition Heizer Heizer Complete downloadable file at: https://TestBanksCafe.eu/Solution-Manual-for-Operations-Management-1th-!dition"ei#er 1) Some of the operations-related activities of Hard Rock Café include designing meals and analyzing them for ingredient cost and labor reuirements! "ns#er$ %R&' (iff$ 1 ey %erm$ %erm$ *perations management management +*$ 1!1 (efine (efine operations operations management +earning *utcome$ (iscuss operations and operations management as a competitive advantage for the organization

,) ecause Hard Rock Cafés are themed restaurants. operations managers focus their layout design efforts on attractiveness #hile paying little attention to efficiency! efficiency! "ns#er$ /"+S' (iff$ 1 +*$ 1!1 (efine (efine operations operations management +earning *utcome$ (iscuss operations and operations management as a competitive advantage for the organization 0) "ll organizations. organizations. including service firms such as banks and hospitals. have a production function! "ns#er$ %R&' (iff$ , ey %erm$ roduction +*$ 1!1 (efine (efine operations operations management +earning *utcome$ (iscuss operations and operations management as a competitive advantage for the organization 2) *perations management is the set of activities that creates v alue in the form of goods and services by transforming inputs into outputs! "ns#er$ %R&' (iff$ 1 ey %erm$ %erm$ *perations management management +*$ 1!1 (efine (efine operations operations management +earning *utcome$ (iscuss operations and operations management as a competitive advantage for the organization 3) "n e4ample of a 5hidden5 production function is the transfer of funds bet#een accounts at a bank! "ns#er$ %R&' (iff$ , ey %erm$ roduction +*$ 1!1 (efine (efine operations operations management +earning *utcome$ (iscuss operations and operations management as a competitive advantage for the organization 1 Copyright 6 ,718 earson 'ducation. +td!

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9) "t Hard Rock Café. tasks that reflect operations or operations management include$ ") designing efficient layouts! ) providing meals! C) receiving ingredients! () preparing effective employee schedules! ') all of the above! "ns#er$ ' (iff$ 1 ey %erm$ %erm$ *perations management management +*$ 1!1 (efine (efine operations operations management +earning *utcome$ (iscuss operations and operations management as a competitive advantage for the organization 8) "n operations task performed at Hard Rock Café is$ ") borro#ing funds to build a ne# restaurant! ) advertising changes in the restaurant menu! C) calculating restaurant profit and loss! () preparing employee schedules! ') all of the above! "ns#er$ ( (iff$ , ey %erm$ %erm$ *perations management management ""CS$ Reflective thinking +*$ 1!1 (efine (efine operations operations management +earning *utcome$ (iscuss operations and operations management as a competitive advantage for the organization :) *perations management is applicable$ ") mostly to the service sector! ) to services e4clusively! e4clusively! C) mostly to the manufacturing sector! () to all firms. #hether manufacturing or service! ') to the manufacturing sector e4clusively! "ns#er$ ( (iff$ , ey %erm$ %erm$ *perations management management +*$ 1!1 (efine (efine operations operations management +earning *utcome$ (iscuss operations and operations management as a competitive advantage for the organization
















;) <<<<<<<< is the set of activities that creates value in the form of goods and services by transforming inputs into outputs! "ns#er$ *perations management (iff$ 1 ey %erm$ %erm$ *perations management management +*$ 1!1 (efine (efine operations operations management +earning *utcome$ (iscuss operations and operations management as a competitive advantage for the organization 17) =dentify three or more operations-related tasks carried out by Ha rd Rock Café! "ns#er$ roviding custom meals> designing. testing. and costing meals> meals> acuiring. receiving . and storing supplies> recruiting and training employees> preparing employee schedules> designing efficient restaurant layouts! (iff$ 1 ey %erm$ %erm$ *perations management management +*$ 1!1 (efine (efine operations operations management +earning *utcome$ (iscuss operations and operations management as a competitive advantage for the organization 11) (efine operations management! ?ill ?ill your definition accommodate both manufacturing and an d service operations@ "ns#er$ *perations management can be defined as the the management of all activities activities directly related to the creation of goods andAor services through the transformation of inputs into outputs! Bes! (iff$ 1 ey %erm$ %erm$ *perations management management +*$ 1!1 (efine (efine operations operations management +earning *utcome$ (iscuss operations and operations management as a competitive advantage for the organization 1,) ?hich of the follo#ing are the primary functions of all organizations@ ") productionAoperations. marketing. and human resources ) marketing. human resources. and financeAaccounting C) sales. uality control. and productionAoperations () marketing. productionAoperations. and financeAaccounting ') research and development. financeAaccounting. and purchasing "ns#er$ ( (iff$ , ey %erm$ %erm$ *perations management management +*$ 1!, '4plain the distinction bet#een goods and services +earning *utcome$ (iscuss operations and operations management as a competitive advantage for the organization
















10) ?hich of the follo#ing pioneers #as *% making a professional impact during the Scientific Danagement 'ra@ ") /rank Eilbreth ) ?! 'd#ards (eming C) Henry +! Eantt () +illian Eilbreth ') /rederick ?! %aylor "ns#er$  (iff$ , ey %erm$ %erm$ Eoods and Services +*$ 1!, '4plain the distinction bet#een goods and services +earning *utcome$ (iscuss operations and operations management as a competitive advantage for the organization 12) ?hich of the follo#ing #ould *% be an operations function in a commercial bank@ ") auditing ) teller scheduling C) maintenance () collection ') check clearing "ns#er$ " (iff$ , ey %erm$ %erm$ *perations management management +*$ 1!, '4plain the distinction bet#een goods and services +earning *utcome$ (iscuss operations and operations management as a competitive advantage for the organization 13) %he purchasing functionFs main concern is #ith$ ") producing goods or providing services! ) procuring materials. supplies. and euipment! C) building and maintaining a positive image! () generating the demand for the organizationFs products or services! ') securing monetary resources! "ns#er$  (iff$ , ey %erm$ %erm$ *perations management management +*$ 1!, '4plain the distinction bet#een goods and services +earning *utcome$ (iscuss operations and operations management as a competitive advantage for the organization
















19) ?hich of the follo#ing tasks #ithin an airline company are related to operations@ ") cre# scheduling ) accounts payable C) sales () serving customers #ith meals ') " and ' "ns#er$ ' (iff$ , ey %erm$ %erm$ *perations management management +*$ 1!, '4plain the distinction bet#een goods and services +earning *utcome$ (iscuss operations and operations management as a competitive advantage for the organization 18) Darketing. productionAoperations. and <<<<<<<< are the three functions that all organizations must perform to create goods and services! "ns#er$ financeAaccounting (iff$ 1 ey %erm$ %erm$ *perations management management +*$ 1!, '4plain the distinction bet#een goods and services +earning *utcome$ (iscuss operations and operations management as a competitive advantage for the organization 1:) Competition in the t#enty-first century is no longer bet#een companies> it is bet#een supply chains! "ns#er$ %R&' (iff$ , ey %erm$ %erm$ Supply chain +*$ 1!1 (efine (efine operations operations management +earning *utcome$ (iscuss operations and operations management as a competitive advantage for the organization 1;) "n accounting firm that provides ta4 services for a company #ould be considered to be part of that companyFs supply chain! "ns#er$ %R&' (iff$ , ey %erm$ roduction ""CS$ Reflective thinking +*$ 1!1 (efine (efine operations operations management +earning *utcome$ Compare and contrast different different sourcing strategies including outsourcing and insourcing
















,7) ?hat is a global net#ork of organizations and activities that supply a firm #ith goods and services@ ") supply tree ) provider net#ork C) supply chain () vendor net#ork ') vendor tree "ns#er$ C (iff$ 1 ey %erm$ %erm$ Supply chain +*$ 1!1 (efine (efine operations operations management +earning *utcome$ Compare and contrast different different sourcing strategies including outsourcing and insourcing ,1) ?hich of the follo#ing fosters specialization and #orld#ide supply chains@ ") more e4pensive transportation ) instant communication C) economies of scope () managers #ith a broad kno#ledge of many things ') high trade tariffs "ns#er$  (iff$ , ey %erm$ %erm$ Supply chain +*$ 1!1 (efine (efine operations operations management +earning *utcome$ Compare and contrast different different sourcing strategies including outsourcing and insourcing ,,) "Gn) <<<<<<<< is a global net#ork of organizations and activities that supply a firm #ith goods and services! "ns#er$ supply chain (iff$ 1 ey %erm$ %erm$ Supply chain +*$ 1!1 (efine (efine operations operations management +earning *utcome$ Compare and contrast different different sourcing strategies including outsourcing and insourcing ,0) Competition in the t#enty-first century is no longer bet#een companies> it is bet#een <<<<<<<

















,2) =dentify up to four phenomena that foster specialization and #orld#ide supply chains! "ns#er$ G1) a more technologically oriented oriented society. society. G,) specialized e4pert kno#ledge. G0) instant communication. and G2) cheaper transportation (iff$ , ey %erm$ %erm$ Supply chain +*$ 1!1 (efine (efine operations operations management +earning *utcome$ Compare and contrast different different sourcing strategies including outsourcing and insourcing ,3) *ne reason to study operations management manag ement is to learn ho# people organize themselves for productive enterprise! "ns#er$ %R&' (iff$ 1 ey %erm$ %erm$ *perations management management +*$ 1!1 (efine (efine operations operations management +earning *utcome$ (iscuss operations and operations management as a competitive advantage for the organization ,9) Reasons to study operations management include$ ") studying ho# people organize themselves for productive enterprise! ) kno#ing ho# goods and services are consumed! C) understanding #hat human resource managers do! () learning about a costly part of the enterprise! ') " and ( "ns#er$ ' (iff$ , ey %erm$ %erm$ *perations management management +*$ 1!1 (efine (efine operations operations management +earning *utcome$ (iscuss operations and operations management as a competitive advantage for the organization ,8) Reasons to study operations management include learning about$ ") ho# people organize themselves for productive enterprise!
















,:) randon roduction is a small firm focused on the assembly and sale of custom computers! %he firm is facing stiff competition from lo#-priced alternatives. and is looking at various solutions to remain competitive and profitable! Current financials for the firm are sho#n in the table belo#! =n the first option. marketing #ill increase sales by 37! %he ne4t option is vendor Gsupplier) changes. #hich #ould result in a decrease of 17 in the cost of inputs! /inally there is an *D option. #hich #ould reduce production costs by ,3! ?hich of the options #ould you recommend to the firm if it can only pursue one option@ =n addition. comment c omment on the feasibility of each option! usi usine ness ss /unc /uncttion ion Cur Current rent Ialue alue Cost of =nputs J37.777 roduction Costs J,3.777 Revenue J:7.777 "ns#er$ Darketing #ould increase sales to J1,7.777 GJ:7.777 GJ:7.777 1!3) but increase cost of inputs and production costs to J11,.377 GGJ37.777 K J,3.777) J ,3.777) 1!3)! %his #ould net an additional J,.377 of profit GJ1,7.777 - J11,.377 - current profit of J3.777)! Iendor GSupplier) Changes #ould decrease cost of inputs to J23.777 GJ37.777 !;). resulting in J3.777 of additional profit Gsavings) GJ37.777 - J23.777)! /inally. the *D option #ould save J9.,37 GJ,3.777 - J,3.777 ! 83). resulting in an additional J9.,37 of profit! %hus the *D option is the most profitable! Comments on feasibility should center on the near impossibility of increasing revenue by 37. #hile noting the other t#o options are difficult but not impossible! (iff$ , ""CS$ "nalytical thinking +*$ 1!1 (efine (efine operations operations management +earning *utcome$ (iscuss operations and operations management as a competitive advantage for the organization ∗

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,;) %he operations manager performs the management activities of planning. organizing. staffing. leading. and controlling of the *D function! "ns#er$ %R&' (iff$ , ey %erm$ %erm$ *perations management management +*$ 1!1 (efine (efine operati
















01) =n order to have a career in operations management. one must have a degree in statistics or uantitative methods! "ns#er$ /"+S' (iff$ 1 ey %erm$ %erm$ *perations management management +*$ 1!1 (efine (efine operations operations management +earning *utcome$ (iscuss operations and operations management as a competitive advantage for the organization 0,) ?hat are the five elements in the management process@ ") plan. direct. update. lead. and an d supervise ) accounting. finance. marketing. operations. and management C) organize. plan. control. staff. and manage () plan. organize. staff. lead. and control ') plan. lead. organize. manage. and control "ns#er$ ( (iff$ , +*$ 1!1 (efine (efine operations operations management +earning *utcome$ (iscuss operations and operations management as a competitive advantage for the organization 00) ?hich of the follo#ing is *% an element of the management manage ment process@ ") controlling ) leading C) planning () pricing ') staffing "ns#er$ ( (iff$ , 02) "n operations manager is *% likely to be involved in$ ") the design of goods and services to satisfy customersF #ants and needs! ) the uality of goods and services to satisfy customersF #ants and needs!
















03) "ll of the follo#ing decisions fall #ithin the scope of operations management 'LC'% for$ ") creating the company income statement! ) design of goods and services! C) location strategy! strategy! () managing uality! uality! ') human resources and Mob design! "ns#er$ " (iff$ 1 ey %erm$ %erm$ 17 strategic *D decisions ""CS$ "pplication of kno#ledge +*$ 1!1 (efine (efine operations operations management +earning *utcome$ (iscuss operations and operations management as a competitive advantage for the organization 09) %he 17 strategic operations management decisions include$ ") layout strategy! ) maintenance! C) process and capacity design! () managing uality! uality! ') all of the above! "ns#er$ ' (iff$ 1 ey %erm$ %erm$ 17 strategic *D decisions +*$ 1!1 (efine (efine operations operations management +earning *utcome$ (iscuss operations and operations management as a competitive advantage for the organization 08) ?hich of the follo#ing is *% one of the 17 strategic operations management decisions@ ") layout strategy ) maintenance C) process and capacity design () mass customization ') supply chain management
















0:) ?hich of the follo#ing is one of the 17 strategic operations management decisions@ ") depreciation policy for ta4 returns ) advertising C) process and capacity design () pricing ') debtAeuity ratio "ns#er$ C (iff$ 1 ey %erm$ %erm$ 17 strategic *D decisions ""CS$ "pplication of kno#ledge +*$ 1!1 (efine (efine operations operations management +earning *utcome$ (iscuss operations and operations management as a competitive advantage for the organization 0;) ?hich of the follo#ing are among the 17 strategic operations management decisions@ =! desig design n of of goo goods ds and serv servic ices es ==! ==! mana managi ging ng ual ualit ity y ===! layout strategy strategy =I! =I! marketing marketing I! pricin pricing g of goods goods and serv service icess ") =. ==. I ) =. ==. =I C) ==. ===. I () =. ==. === ') "ll of the above "ns#er$ ( (iff$ , ey %erm$ %erm$ 17 strategic *D decisions ""CS$ "pplication of kno#ledge +*$ 1!1 (efine (efine operations operations management +earning *utcome$ (iscuss operations and operations management as a competitive advantage for the organization


















21) ?hich of the follo#ing is *% a strategic operations management decision@ ") maintenance ) price C) layout design () uality ') inventory "ns#er$  (iff$ , ey %erm$ %erm$ 17 strategic *D decisions +*$ 1!1 (efine (efine operations operations management +earning *utcome$ (iscuss operations and operations management as a competitive advantage for the organization 2,) =dentify t#o operations-related tasks carried out by Hard Rock Café! Datch each to its related area of the 17 strategic operations management managemen t decisions! "ns#er$ roviding custom meals$ design of goods and services> designing. designing. testing. and costing meals$ design of goods and services> acuiring. receiving. and storing supplies$ supply chain management> recruiting and training employees$ human resources and Mob design> preparing employee schedules$ scheduling> designing efficient restaurant layouts$ layout strategy! (iff$ , ey %erm$ %erm$ 17 strategic *D decisions ""CS$ Reflective thinking +*$ 1!1 (efine (efine operations operations management
















23) She#hartFs contributions to operations management came during the Scientific Danagement 'ra! "ns#er$ /"+S' (iff$ , ey %erm$ %erm$ *perations management management +*$ 1!1 (efine (efine operations operations management 29) ?alter ?alter She#hart is listed among the important people of operations management because of his contributions to$ ") assembly line production! ) measuring productivity in the service sector! C) Must-in-time inventory methods! () statistical uality control! ') information technology! technology! "ns#er$ ( (iff$ , ey %erm$ %erm$ *perations management management +*$ 1!1 (efine (efine operations operations management +earning *utcome$ (iscuss operations and operations management as a competitive advantage for the organization 28) ?alter ?alter She#hart. in the <<<<<<<<. provided the foundations for <<<<<<<< in operations management!
















2:) 'li ?hitney. in the <<<<<<<<. provided the foundations for <<<<<<<< in operations management! ") 1;,7s> statistical sampling ) &nited ingdom> mass production C) &!S! "rmy> logistics () nineteenth century> interchangeable parts ') 1:;7s> ueuing theory "ns#er$ ( (iff$ , ey %erm$ %erm$ *perations management management +*$ 1!1 (efine (efine operations operations management +earning *utcome$ (iscuss operations and operations management as a competitive advantage for the organization 2;) ?ho #as the person most responsible for popularizing interchangeable parts in manufacturing@ ") /rederick ?inslo# %aylor ) Henry /ord C) 'li ?hitney () ?hitney Houston ') +illian Eilbreth "ns#er$ C (iff$ ,
















31) Henry /ord is noted for his contributions to$ ") material reuirements planning! ) statistical uality control! C) assembly line operations! () scientific management! ') time and motion studies! "ns#er$ C (iff$ 1 +*$ 1!1 (efine (efine operations operations management +earning *utcome$ (iscuss operations and operations management as a competitive advantage for the organization 3,) ?ho among the follo#ing is associated #ith contributions to uality control in operations management@ ") Charles abbage ) Henry /ord C) /rank Eilbreth () ?! 'd#ards (eming ') Henri /ayol "ns#er$ ( (iff$ , ey %erm$ %erm$ *perations management management +*$ 1!1 (efine (efine operations operations management
















32) ?hich of the follo#ing statements is %R&'@ ") %he person most responsible for initiating the use of interchangeable parts in manufacturing #as 'li ?hitney! ) %he origins of management by e4ception are generally credited to /rederick ?! ?! %aylor %aylor!! C) %he person most responsible for initiating the use of interchangeable parts in manufacturing #as ?alter She#hart! () %he origins of the scientific management movement are generally credited to Henry /ord! ') %he person most responsible for initiating the use of interchangeable parts in manufacturing #as Henry /ord! "ns#er$ " (iff$ , +*$ 1!1 (efine (efine operations operations management +earning *utcome$ (iscuss operations and operations management as a competitive advantage for the organization 33) Henry /ord and <<<<<<<< are credited #ith the development of the moving assembly line! "ns#er$ Charles Sorensen (iff$ , +*$ 1!1 (efine (efine operations operations management +earning *utcome$ (iscuss operations and operations management as a competitive advantage for the organization 39) =dentify the items that /redrick ?! ?! %aylor %aylor believed management should be more responsible


















3;) Danufacturing no# constitutes the largest economic sector in postindustrial societies! "ns#er$ /"+S' (iff$ , ey %erm$ Services Service s +*$ 1!, '4plain the distinction bet#een goods and services 97) "lthough the number of of people employed in manufacturing in the &nited States has decreased since 1;37. each person is no# producing almost ,7 times more than in 1;37! "ns#er$ %R&' (iff$ 1 +*$ 1!, '4plain the distinction bet#een goods and services 91) ?hich of the follo#ing is the best e4ample of a pure service@ ") counseling
















92) ?hich is *% true regarding differences bet#een goods and services@ ") Services are generally produced and consumed simultaneously> tangible goods are not! ) Services tend to be more kno#ledge-based than goods! C) Services tend to have a more inconsistent product definition than goods! () Eoods tend to have higher customer interaction than services! ') Reselling is unusual in services> goods often have some residual value! "ns#er$ ( (iff$ , ey %erm$ Services Service s +*$ 1!, '4plain the distinction bet#een goods and services 93) ?hich of the follo#ing services is +'"S% likely to be uniue. i!e!. customized to a particular individualFs needs@ ") dental care
















9:) ?hich of the follo#ing is a similarity bet#een goods and services@ ") mass production ) consistency C) automation () oth have uality standards! ') oth can usually be kept kep t in inventory! "ns#er$ ( (iff$ , ey %erm$ Services Service s +*$ 1!, '4plain the distinction bet#een goods and services 9;) ?hen a tangible component is not included in a service. such as #ith counseling. it is called aGn) <<<<<<<















80) roductivity is the total value of all inputs to the transformation process divided by the total value of the outputs produced! "ns#er$ /"+S' (iff$ 1 ey %erm$ roductivity +*$ 1!0 '4plain the difference bet#een production production and productivity 82) =lliteracy and poor diets have been kno#n to cost countries up to #hat percent of their productivity@ ") , ) 3 C) 17 () ,7 ') 37
















88) Eibson Ialves produces cast bronze valves on an assembly line! =f 1977 valves are produced in an :-hour shift. the productivity of the line is$ ") , valvesAhr! ) 27 valvesAhr! C) :7 valvesAhr! () ,77 valvesAhr! valvesAhr! ') 1977 valvesAhr! valvesAhr! "ns#er$ ( (iff$ 1 ey %erm$ roductivity ""CS$ "nalytical thinking +*$ 1!2 Compute single-factor productivity 8:) Eibson Ialves produces cast bronze valves on an assembly line. currently producing 1977


















:7) %he (ulac o4 plant produces 377 3 77 cypress packing bo4es in t#o 17-hour shifts! ?hat is the productivity of the plant@ ") ,3 bo4esAhr! bo4esAhr! ) 37 bo4esAhr! bo4esAhr! C) 3777 bo4esAhr
















:0) roductivity measurement is complicated by$ ") the competitionFs output! ) the fact that precise units of measure are often unavailable! C) stable uality! () the #orkforce size!
















:8) roductivity can be improved by$ ") increasing inputs #hile holding h olding outputs steady! ) decreasing outputs #hile holding inputs steady! C) increasing inputs and outputs in the same proportion! () decreasing inputs #hile holding outputs steady!
















;1) %hree commonly used productivity variables are$ ") uality. uality. e4ternal elements. and precise units of measure! ) labor. capital. and management! C) technology. ra# materials. and labor! labor! () education. diet. and social overhead!
















;3) " cleaning company uses 17 lbs each of chemicals ".  and C for each house h ouse it cleans! "fter some uality complaints. the company has decided to increase its use of chemical " by an additional 17 lbs for each house! y #hat  has productivity Ghouses per pound po und of chemical) fallen@ ") 7





























































































































Solution Manual for Operations Management 12th Edition Heizer

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