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business
production and operations management

Questions and Answers of Production And Operations Management

17. What are some of the possible consequences of poor outsourcing?
Program 2.1 illustrates how to build an Excel spreadsheet for the data in Example 1. In this example the factor rating method is used to compare National Architects’ three potential outsourcing
• • 2.1 Match the product with the proper parent company and country in the table below: PRODUCT Arrow Shirts Braun Household Appliances Volvo Autos Firestone Tires Godiva Chocolate Hagen-Dazs
• 2.4 The text provides three primary strategic approaches(differentiation, cost, and response) for achieving competitive advantage. Provide an example of each not given in the text.Support your
• • 2.8 Claudia Pragram Technologies, Inc., has narrowed its choice of outsourcing provider to two firms located in different countries. Pragram wants to decide which one of the two countries is
• • 2.9 Ranga Ramasesh is the operations manager for a firm that is trying to decide which one of four countries it should research for possible outsourcing providers. The first step is to select
2.13 When is the application of a multidomestic strategy most appropriate? What kind of industries can this be applied to?
1. State Regal Marine’s mission in your own words. Regal Marine, one of the U.S.’s 10 largest power-boat manufacturers, achieves its mission—providing luxury performance boats to customers
2. Identify the strengths, weaknesses, opportunities, and threats that are relevant to the strategy of Regal Marine. Regal Marine, one of the U.S.’s 10 largest power-boat manufacturers, achieves
3. How would you define Regal’s strategy? Regal Marine, one of the U.S.’s 10 largest power-boat manufacturers, achieves its mission—providing luxury performance boats to customers
4. How would each of the 10 operations management decisions apply to operations decision making at Regal Marine? Regal Marine, one of the U.S.’s 10 largest power-boat manufacturers, achieves its
1. Identify the strategy changes that have taken place at Hard Rock Cafe since its founding in 1971. Hard Rock brings the concept of the “experience economy” to its cafe operation. The strategy
2. As Hard Rock Cafe has changed its strategy, how has its responses to some of the 10 decisions of OM changed? Hard Rock brings the concept of the “experience economy” to its cafe operation. The
3. Where does Hard Rock fit in the four international operations strategies outlined in Figure 2.9? Explain your answer Hard Rock brings the concept of the “experience economy” to its cafe
1. What are some outsourcing opportunities in a restaurant? Darden Restaurants, owner of popular brands such as Olive Garden, Bahama Breeze, and Longhorn Grill, serves more than 320 million meals
2. What supply chain issues are unique to a firm sourcing from 35 countries? Darden Restaurants, owner of popular brands such as Olive Garden, Bahama Breeze, and Longhorn Grill, serves more than 320
3. Examine how other firms or industries develop international supply chains as compared to Darden. Darden Restaurants, owner of popular brands such as Olive Garden, Bahama Breeze, and Longhorn
4. Why does Darden outsource harvesting and preparation of much of its seafood? Darden Restaurants, owner of popular brands such as Olive Garden, Bahama Breeze, and Longhorn Grill, serves more than
LO 2.2 The three strategic approaches to competitive advantage are ____, ____, and _____.
LO 2.3 Core competencies are those strengths in a firm that include:a) specialized skills.b) unique production methods.c) proprietary information/knowledge.d) things a company does better than
LO 2.4 Evaluating outsourcing providers by comparing their weighted average scores involves:a) factor-rating analysis.b) cost-volume analysis.c) transportation model analysis.d) linear regression
3 What could Tony and his team have done differently?
2 Why do you think the project is in danger?
1 Is the approach taken a ‘lean approach’ as claimed?
5 Which aspects of your service would benefi t from high levels of process control, and which would benefi t from a lighter touch?
4 Map the value stream of your major processes. Where is the waste in the process, what activities can you eliminate, and how can you reduce the total time that a ‘job’ stays in the system?
3 Which constituencies would tell you most about how to improve your service?
2 How would you identify what customers value in your service?
1 Have you established an approach for operational review and improvement? Does it matter which approach you use?
3 Think of your experience of service . . . across the whole of the service sector. Can you identify any service providers that appear not to understand what their customers value?Why?
2 Think about the last time you used a ‘high-touch’ service such as a clinic, a hotel, or a restaurant. Sketch the service process, and try to determine which elements were subject to high levels
1 What are the signifi cant differences between the various approaches for operational improvement?
Control the long-term sustainability of the solution.
Improve the process using Six Sigma tools.
Analyse the root causes of the business gap.
Measure the current state against the desired state.
Defi ne the business problem.
How can managers sustain continuous improvement?
What are the main approaches to continuous improvement?
How can managers use ‘value’ to drive continuous improvement?
3 Do you agree with Medi-Call’s philosophy on reassurance calls? What do you recommend?
2 What strategies do you recommend that Medi-Call adopts in busy periods? What actions would you need to take to implement them effectively?
1 When does Medi-Call’s call centre enter the coping zone? What is the likely impact of this overload on customers and staff?
6 What are the major causes of capacity leakage? Are they avoidable?
5 What is the impact of the coping zone on your staff and customers? What strategies do you have in place to manage this more effectively?
4 Do you know where the bottlenecks or scarce resources are in your processes? How effectively are they managed?
3 How well is the capacity strategy matched to the fi nancial model of your organisation?Could a signifi cant increase in customer satisfaction be achieved by an increase in relatively inexpensive
2 What are your short-, medium- and long-term capacity management strategies? How effective are they?
1 How important is capacity utilisation to the success of your organisation? What interest do senior managers take in this aspect of operations?
4 What is meant by the coping zone? What are the implications for staff and customers of a supermarket when the operation enters this zone?
3 Describe the last time you were in a queue. Apply the principles of queuing to assess your waiting experience.
2 What capacity strategies might be used by an insurance broker, an internet retailer and a cruise ship company? Explain why they are appropriate.
1 Select four service organisations and suggest how they might measure capacity, outlining the problems in so doing.
Understanding and developing the organisation’s support for resource management is an important task for operations managers.
Capacity leakage may impact signifi cantly on the ability of the operation to meet its demands.
It is critical to defi ne the nature of fl exibility required to meet market demand in terms of range and response. Techniques to build fl exibility include fl exible employment contracts, overtime,
Yield management techniques enable services with perishable capacity (e.g. hotel rooms, airline seats) to maximise revenues.
How could you avoid being in the coping zone as much?
How could you manage the coping zone better to reduce the impact on customers and employees?
What suffers for employees when you enter the coping zone?
What suffers for customers when you enter the coping zone?
What measures or early warning signals tell you that you are about to enter the coping zone(as opposed to measures like lost customers or increased complaints which tell you that you were in the
How does this vary by service process and by customer group?
What does the customer perceived quality/capacity utilisation profi le look like for your service or services?
How can organisations improve their capacity utilisation?
What happens when managers can’t cope with demand?
How do organisations manage bottlenecks and queues?
How is day-to-day planning and control carried out?
How can managers balance capacity and demand?
What is capacity management?
1 What would you suggest Davina should do to encourage the staff to exude warmth and spontaneity when their natural instinct is to seek security from procedures and routines?
7 What actions can you take to build ownership of customers and processes? How effective is your communications strategy in achieving this?
6 Make an arrangement to talk to someone whose leadership style you admire. Discover the‘secrets of their success’.
5 What style of leadership is appropriate for the individuals/groups you manage? How much discretion do your staff feel you give them?
4 What is the impact of stress on service delivery? Is there anything you can do to deal with the causes of this stress in the medium term, and alleviate its impact in the short term?
3 Has your organisation realised the full benefi t of teamwork? Are the teams progressing towards being self-directed?
2 How well are you managing staff in transition? Are they anxious or frustrated?
1 Are you aware of the pressures on your staff? What should you do about this?
4 From your observation of managers in shops and restaurants, what behaviours assist their staff in dealing more effectively with the pressures they experience, and what actions increase this
3 Evaluate and assess your role as a customer in a supermarket, an internet-based travel agency and a university/college course.
2 What are the advantages and disadvantages of using teamwork in student assignments?
1 Provide an example of a scripted response. Describe and discuss the advantages and disadvantages in using this script.
Internal and external communication is a powerful element in building commitment from customers and employees.
Defi ning the degree and type of discretion required for each role is essential, and provides insights for the manager in dealing with operational transitions.
Good service is facilitated by reducing role confl ict and ambiguity, and increasing role clarity.
Well-designed service scripts serve a number of purposes in service design, enabling consistency and providing useful prompts for employees.
Teams and teamworking can provide a powerful mechanism for support and also for building ownership of service processes.
Clear leadership is essential for counteracting the pressures on service employees.
Will the local community support the transition to teams?
Will the organisation’s policies and culture support the transition to teams?
Is the market healthy or promising enough to support improved productivity without reducing the workforce?
Can managers master and apply the hands-off leadership style required by self-directed teams?
Are employees willing and able to make self-direction work?
Are the work processes compatible with self-directed teams?
How can customers be ‘managed’ and motivated?
How can organisations manage and motivate service providers?
Why is service delivery a pressurised task?
2 What improvements would you suggest?
1 Evaluate the performance measures in place at the Squire Hotel Group.
4 Construct a strategy map (strategic linkage diagram) for your organisation. How well do the objectives link and support strategy? How well do the measures you use support your objectives?

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