Solution Manual for Operations Management 6th CANADIAN Edition by Stevenson
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By: Stevenson
Edition: 6th Edition
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Solution Manual for Operations Management 6th CANADIAN Edition by Stevenson
Chapter No 1
INTRODUCTION TO Operations Management
Teaching Notes
The initial meeting with the class (the first chapter) is primarily to overview the course (and textbook), and to introduce the instructor and his/her interest in Operations Management (OM). The course outline (syllabus), the objectives of the course and topics, chapters, and pages of text covered in the course, as well as problems/mini-cases, to be done in class, videos to watch, Excel worksheets to use, etc. are announced to the class.
Many students may know little about OM and the types of jobs available. This point can be addressed in order to generate enthusiasm for the course. The Learning Objectives at the beginning of the chapter indicate the highlights of the chapter.
Answers to Discussion and Review Questions
- Operations management is the management of processes (i.e., the sequence of activities and resources)that create goods and/or provide services.
- Production/operations planner/scheduler/controller, demand planner (forecaster), quality specialist, logistics coordinator, purchasing agent/buyer, supply chain manager, materials planner, inventory clerk/manager, production/operations manager.
- a. Because a large % of a company’s expenses occur in the operations, e.g., purchasing materials and workforce salaries, more efficient operations can result in large increases in profits.
- A number of management jobs are in OM.
- Activities in all other areas of any organization are all interrelated with OM.
- Operations innovations lead to the marketplace and strategic benefits.
- The three major functions of organizations are operations, finance, and marketing. Operations is concerned with the creation of goods and services identified by marketing, finance is concerned with the provision of funds necessary for operations and investment of extra funds, and marketing is concerned with promoting and/or selling goods or services.
- The operations function consists of all activities that are directly related to producing goods or providing services. It adds value during the transformation process (the difference between the cost of inputs and the price of outputs). An operations manager manages the transformation function. He/she is responsible for planning and using the resources (labor, machines, and materials). The kind of work that operations managers do varies from organization to organization (largely because of the different goods or services involved). For example, a store/restaurant manager is in effect an operations manager. See Figure 1-6 for examples of typical activities performed by operations managers.
- Design decisions are usually strategic and long term (1–5 years or so ahead), whereas planning and control decisions are shorter term. In particular, planning decisions are tactical and medium-term (1–12 months or so ahead), and control decisions (including scheduling and execution) are short term (1–12 weeks or so ahead). Design involves decisions that relate to goods and service design, capacity, acquisition of equipment, the arrangement of departments, and location of facilities.Planning/control activities involve management of personnel, quality control/assurance, inventory planning and control, production planning, and scheduling.
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Description | By: Stevenson Edition: 6th Edition Format: Downloadable ZIP Fille Resource Type: Solution manual Duration: Unlimited downloads Delivery: Instant Download | By: Winston Edition: 6th Edition Format: Downloadable ZIP Fille Resource Type: Solution manual Duration: Unlimited downloads Delivery: Instant Download | By: Starks Edition: 9th Edition Format: Downloadable ZIP Fille Resource Type: Solution Manual Duration: Unlimited downloads Delivery: Instant Download | By: Cachon Edition: 2nd Edition Format: Downloadable ZIP Fille Resource Type: Solution Manual Duration: Unlimited downloads Delivery: Instant Download | Edition: 8th Edition Format: Downloadable ZIP Fille Resource Type: Solution manual Duration: Unlimited downloads Delivery: Instant Download | By: Wisner Edition: 5th Edition Format: Downloadable ZIP Fille Resource Type: Solution manual Duration: Unlimited downloads Delivery: Instant Download | ||
Content | Solution Manual for Operations Management 6th CANADIAN Edition by StevensonChapter No 1 INTRODUCTION TO Operations Management Teaching Notes The initial meeting with the class (the first chapter) is primarily to overview the course (and textbook), and to introduce the instructor and his/her interest in Operations Management (OM). The course outline (syllabus), the objectives of the course and topics, chapters, and pages of text covered in the course, as well as problems/mini-cases, to be done in class, videos to watch, Excel worksheets to use, etc. are announced to the class. Many students may know little about OM and the types of jobs available. This point can be addressed in order to generate enthusiasm for the course. The Learning Objectives at the beginning of the chapter indicate the highlights of the chapter. Answers to Discussion and Review Questions
| Solution Manual for Practical Management Science 6th Edition by Winston
| Solution Manual for Concepts of Database Management 9th Edition by StarksChapter One: Introduction to Database ManagementA Guide to this Instructor’s Manual:We have designed this Instructor’s Manual to supplement and enhance your teaching experience through classroom activities and a cohesive chapter summary. This document is organized chronologically, using the same heading in red that you see in the textbook. Under each heading, you will find (in order): Lecture Notes that summarize the section, Figures and Boxes found in the section, if any, Teacher Tips, Classroom Activities, and Lab Activities. Pay special attention to TeacherTips and activities geared towards quizzing your students, enhancing their critical thinking skills, and encouraging experimentation within the software. In addition to this Instructor’s Manual, our Instructor’s Resources also include PowerPoint Presentations, Test Banks, Solutions to Exercises, and other supplements to aid in your teaching experience. You can access Instructor Resources via the Web at login.cengage.com. Table of ContentsChapter ObjectivesThe learning objectives for chapter OneCare:
| Solution Manual for Operations Management 2nd Edition by CachonChapter 1 – Teaching Plan Introduction to operations management Specific Learning objectives LO1-1: Identify the drivers of customer utility LO1-2: Explaininefficiencies and determine if a firm is on the efficient frontier LO1-3: Explain the three system inhibitors LO1-4: Explain what work in operations management looks like LO1-5: Articulate the key operational decisions a firm needs to make to match supply with demand What Students Learn in this Chapter This chapter is the beginning of the book, and most likely the corresponding session is the first session in the student’s first exposure to operations management. The goal of the session is for students to gain some appreciation of the type of operational decisions that a business has to make and to provide them some idea of what it will take to make these decisions well. To achieve this goal, we like to start with a perspective the student is familiar with. In most undergraduate settings, students will have little or no work experience. So, rather than starting with the perspective of the business, we find it more engaging to start with the perspective of the consumer. Faculty and students alike, all of us have been in the role of the customer in consumer-facing industries, such as restaurants, travel, healthcare, entertainment, or education. We suggest using the example of restaurants. Even if students have work experience, a common experience/example is helpful for discussion and all of us have been in some form of a restaurant. The book chapter takes the example of “where do you want to go for lunch today?” to establish the different dimensions driving customer utility. Once we understand what consumers value, we can start talking about the dimensions of operational performance. Students will see that there are multiple dimensions of operational performance. Some operations focus on responsiveness, some on quality, some on efficiency, etc. Unlike the case of finance, where we all agree that more profits are better than fewer profits, students will appreciate that there exist trade-offs among the operational dimensions of performance. Subway is operationally not better or worse than a five-star restaurant. It simply has a different strategy. The presence of trade-off then sets up the efficient frontier framework. Some firms are better at multiple things, others are worse. Typically, students have services that they like a lot (e.g. Starbucks or Chipotle) and oftentimes, those are services that are also financially successful. This allows for a discussion of what makes these services successful, which allows the faculty to introduce concepts such as waste, variability, and inflexibility. Relationship to other Chapters This chapter is related to: Since this is the first chapter, it obviously does not build on other chapters. This chapter is the foundation for: The idea of the efficient frontier and the three system inhibitors is coming up throughout the book/the course. Introducing them on the first day of class is helpful, though not required. Proposed Time Line Any time line will depend on the context of teaching, including the class size, the choice of exercise or case, the level of prior knowledge of the students, and the teaching style of the faculty. We have used the following time line for various audiences. This includes academic settings (business students), but also professional development settings with participants that learnt this material not to prepare for a test but to advance their careers. 0:00 Opening exercise (Mortgage exercise) 0:20 Dimensions of performance 0:30 The efficient frontier/Pareto dominance 0:40 The three system inhibitors 1:00 Course overview and course logistics Preparation before class Set up exercise if you plan to use one. If mortgage exercise is used, send out an email to students ahead of time, announcing that (a) on time arrival is critical for the exercise (b) they should not touch any paper on the tables. If you plan to discuss the restaurant example, it might be helpful to do a quick Google news search on the big restaurant chains to have some current updates/examples. | Solution Manual for Cost Management 8th Edition by BlocherDescriptionSolution Manual for Cost Management: A Strategic Emphasis, 8th Edition, By Edward Blocher, David Stout, Paul Juras, Steven Smith, Table of Contents PART ONE Introduction to Strategy, Cost Management, and Cost Systems 1 Cost Management and Strategy 2 Implementing Strategy: The Value Chain, the Balanced Scorecard, and the Strategy Map 3 Basic Cost Management Concepts 4 Job Costing 5 Activity-Based Costing and Customer Profitability Analysis 6 Process Costing 7 Cost Allocation: Departments, Joint Products, and By-Products PART TWO Planning and Decision Making 8 Cost Estimation 9 Short-Term Profit Planning: Cost-Volume-Profit (CVP) Analysis 10 Strategy and the Master Budget 11 Decision Making with a Strategic Emphasis 12 Strategy and the Analysis of Capital Investments 13 Cost Planning for the Product Life Cycle: Target Costing, Theory of Constraints, and Strategic Pricing PART THREE Operational-Level Control 14 Operational Performance Measurement: Sales, Direct-Cost Variances, and the Role of Nonfinancial Performance Measures 15 Operational Performance Measurement: Indirect-Cost Variances and Resource-Capacity Management 16 Operational Performance Measurement: Further Analysis of Productivity and Sales 17 The Management and Control of Quality PART FOUR Management-Level Control 18 Strategic Performance Measurement: Cost Centers, Profit Centers, and the Balanced Scorecard 19 Strategic Performance Measurement: Investment Centers and Transfer Pricing 20 Management Compensation, Business Analysis, and Business Valuation | Solution Manual for Principles of Supply Chain Management 5th Edition by WisnerPRINCIPLES OF SUPPLY CHAIN MANAGEMENT: A BALANCED APPROACH, 5thEd. Answers to Questions/Problems Chapter OneDiscussion Questions
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