Scribd
Upload
346 views

Chapter 1 Questions and Problems

This document contains an introductory chapter on operations management that discusses key concepts like wealth creation, value addition, factors affecting operations, order qualifiers and winners, manufacturing strategies, supply chains, production and distribution systems, objectives of marketing, finance and production, and conflicts between these objectives. It also defines materials management, manufacturing planning and control activities, their inputs and metrics. Sample problems are provided at the end to calculate inventory savings from reduced work-in-process and increases in sales and profits.

Uploaded by

Jose Espino
Copyright
© © All Rights Reserved
Available Formats
Download as DOCX, PDF, TXT or read online on Scribd
346 views

Chapter 1 Questions and Problems

This document contains an introductory chapter on operations management that discusses key concepts like wealth creation, value addition, factors affecting operations, order qualifiers and winners, manufacturing strategies, supply chains, production and distribution systems, objectives of marketing, finance and production, and conflicts between these objectives. It also defines materials management, manufacturing planning and control activities, their inputs and metrics. Sample problems are provided at the end to calculate inventory savings from reduced work-in-process and increases in sales and profits.

Uploaded by

Jose Espino
Copyright
© © All Rights Reserved
Available Formats
Download as DOCX, PDF, TXT or read online on Scribd
You are on page 1/ 2

Chapter 1

1. What is wealth, and how is it created?

2. What is value added, and how is it achieved?

3. Name and describe four major factors affecting operations management.

4. What are an order qualifier and an order winner?

5. Describe the four primary manufacturing strategies. How does each affect delivery lead time?

6. What is a supply chain? Describe five important factors in supply chains.

7. What must manufacturing management do to manage a process or operation? What is the major way
in which management plans and controls?

8. Name and describe the three main divisions of supply, production, and distribution systems.

9. What are the four objectives of a firm wishing to maximize profit?

10. What is the objective of marketing? What three ways will help it achieve this objective?

11. What are the objectives of finance? How can these objectives be met?

12. What are the objectives of production? How can these objectives be met?

13. Describe how the objectives of marketing, production, and finance are in conflict over customer
service, disruption to production, and inventories.

14. What is the purpose of materials management?

15. Name and describe the three primary activities of manufacturing planning and control.

16. Name and describe the inputs to a manufacturing planning and control system.

17. What are the six activities involved in the physical supply/distribution system?

18. Why can materials management be considered a balancing act?

19. What are metrics? What are their uses?

20. A computer carrying case and a backpack are familiar items to a student of manufacturing planning
and control. Discuss the manufacturing planning and control activities involved in producing a variety of
these products. What information from other departments is necessary for manufacturing planning and
control to perform its function?
Problems

1.1 If the cost of manufacturing (direct material and direct labor) is 60% of sales and profit is 10% of
sales, what would be the improvement in profit if, through better planning and control, the cost of
manufacturing was reduced from 60% of sales to 50% of sales?

1.2 In problem 1.1, how much would sales have to increase to provide the same increase in profits?

1.3 On the average, a firm has 10 weeks of work-in-process, and annual cost of goods sold is $15 million.
Assuming that the company works 50 weeks a year:

a. What is the dollar value of the work-in-process?

b. If the work-in-process could be reduced to 7 weeks and the annual cost of carrying inventory
was 20% of the inventory value, what would be the annual saving? Answer.

1.4 On the average, a company has 12 weeks of work-in-process and annual cost of goods sold of $40
million. Assuming that the company works 50 weeks a year:

a. What is the dollar value of the work-in-process?

b. If the work-in-process could be reduced to 5 weeks and the annual cost of carrying inventory
was 20% of the inventory value, what would be the annual saving?

1.5 Amalgamated Fenderdenter’s sales are $10 million. The company spends $3.5 million for purchase
of direct materials and $2.5 million for direct labor; overhead is $3.5 million and profit is $500,000.
Direct labor and direct material vary directly with the cost of goods sold, but overhead does not. The
company wants to double its profit.

a. By how much should the firm increase sales?

b. By how much should the firm decrease material costs? c. By how much should the firm
decrease labor cost?

You might also like