Solution Manual for Operations Management Creating Value Along the Supply Chain 7th Edition by Russell - All Chapters Are Available In PDF Format For Download
Solution Manual for Operations Management Creating Value Along the Supply Chain 7th Edition by Russell - All Chapters Are Available In PDF Format For Download
com
https://testbankmall.com/product/solution-manual-for-
operations-management-creating-value-along-the-supply-
chain-7th-edition-by-russell/
OR CLICK HERE
DOWLOAD EBOOK
https://testbankmall.com/product/test-bank-for-operations-management-
creating-value-along-the-supply-chain-7th-edition-russell/
testbankmall.com
https://testbankmall.com/product/solution-manual-for-operations-and-
supply-chain-management-russell-taylor-8th-edition/
testbankmall.com
Test Bank for Operations and Supply Chain Management 9th
Edition by Russell
https://testbankmall.com/product/test-bank-for-operations-and-supply-
chain-management-9th-edition-by-russell/
testbankmall.com
https://testbankmall.com/product/test-bank-for-operations-and-supply-
chain-management-russell-taylor-8th-edition/
testbankmall.com
https://testbankmall.com/product/solution-manual-for-operations-and-
supply-chain-management-for-the-21st-century-1st-edition-by-boyer/
testbankmall.com
https://testbankmall.com/product/solution-manual-for-operations-
management-sustainability-and-supply-chain-management-3rd-canadian-by-
heizer/
testbankmall.com
https://testbankmall.com/product/solution-manual-for-managing-
operations-across-the-supply-chain-2nd-edition-by-swink/
testbankmall.com
of trade so that more firms compete for a larger, global market. The ease with which consumers can compare
products and prices online has also increased competitiveness.
1-5. Student answers will vary. The information can be accessed directly from the Internet or through the hyperlinks
provided in Chapter 1 of the text’s homepage located at www.wiley.com/college/russell.
1-10. Student answers will vary. The information can be accessed directly from the Internet or through the hyperlinks
provided in Chapter 1 of the text’s homepage located at www.wiley.com/college/russell.
1-11. The WTO is an international organization that works to establish and enforce rules of trade between nations.
WTO agreements are ratified by the governing bodies of the nations involved. WTO’s dispute settlement
process interprets agreements and rules on violations, thereby avoiding political or military conflict. The group
promotes free trade and more recently, has helped developing nations enter the trade arena on more equitable
grounds. Currently, there are 147 member nations. Membership is achieved by meeting certain environmental,
human rights, and trade criteria, agreeing to abide by the rules of the organization, and being approved by two-
thirds of the existing membership. See www.wto.org
1-14. Student answers will vary. Access http://www.justice.gov/criminal/fraud/fcpa/ for basic information.
1-15. Students will find a variety of answers for this question. In general, it is easy to find mission or vision
statements, but more difficult to find evidence of the mission or vision being applied.
1-16. Strategy formulation consists of four basic steps: (1) defining a primary task—what is the purpose of the firm?
What the firm is in the business of doing? (2) assessing core competencies—what does a firm do better than
anyone else? (3) determining order winners and order qualifiers—what wins orders in the marketplace? What
qualifies a product or service to be considered for purchase? (4) positioning the firm—what one or two
important things should the firm choose to concentrate on? How should the firm compete in the marketplace?
Student answers will vary. Most start-ups try too much too soon. It’s difficult to stick with what you do best.
1-17. Core competencies are the essential capabilities that create a firm’s sustainable competitive advantage. They
have usually been built up over time and cannot be easily imitated. For example, First National Bank, one of
our local banks, is known as a risk taker. Its core competence is its ability to size up the potential of investment
opportunities. Through its familiarity with local businesses and its experience in loan making, the bank has
developed the ability to predict which loans are worth taking extra risks.
Bonomo’s, a successful retail store, is known for having just the right item in stock for special occasions.
The store stocks a variety of stylish women’s clothing, but not too much of each style. They specialize in
knowing individual customers and even keep track of evening wear purchases so that no one else at a particular
party will be wearing the same dress.
Toyota emphasizes superior quality at a price below its competitors with its Lexus line of automobiles. To
establish a special reputation for quality over the lifetime of the car, the company set up separate sales and
service facilities. When it is time for servicing, Lexus owners can have their vehicle picked up and delivered
to their home or place of business. The car returns the same day, washed and vacuumed, often with a gift
certificate inside for a night on the town complements of the dealer.
1-18. While the answers to this question vary considerably, most students feel competent in the technical areas of
their major, but uncomfortable with their communication skills (both oral and written) and their ability to make
decisions. This opens the way for more project-oriented assignments from the instructor. The question also
helps students prepare for the inevitable interview question—what are your strengths and weaknesses?
1-19. Order qualifiers are characteristics of a product or service that qualify it to be considered for purchase by a
customer. An order winner is the characteristic of a product or service that wins orders in the marketplace—
the final factor in the purchasing decision.
1-20. a. Most companies approach quality in a defensive or reactive mode; quality is confined to minimizing defect
rates or conforming to design specifications. To compete on quality, companies must view quality as an
opportunity to please the customer, not just as a way to avoid problems or to reduce rework costs. The
manufacturer of Rolex watches competes on quality.
b. Companies that compete on cost relentlessly pursue the elimination of all waste. The entire cost structure
is examined for reduction potential, not just direct labor costs. High volume production and automation
may or may not provide the most cost-effective alternative. Wal-Mart competes on cost.
c. Flexibility includes the ability to produce a wide variety of products, to introduce new products and to
modify existing products quickly, and, in general, to respond to customer needs. National Bicycle
Industrial Company competes on flexibility.
d. Competing on speed requires a new type of organization characterized by fast moves, fast adaptations,
and tight linkages. Citicorp competes on speed.
e. Competing on dependability requires a stable environment, adequate resources, high standards for
performance, and tight control. Maytag competes on dependability.
f. Competing on service requires closeness to the customer, availability of resources, attention to detail, and
flexible operations. Ritz-Carlton competes on service.
1-21. Operations can play two important roles in corporate strategy: (1) it can provide support for the strategy of a
firm (help with order qualifiers), and (2) it can serve as a firm’s distinctive competence (win orders).
1-22. Strategic decisions in operations and supply chain management involve products and services, processes and
technology, capacity and facilities, human resources, quality, sourcing, and operating systems.
1-23. Policy deployment tries to focus everyone in an organization on common goals and priorities by translating
corporate strategy into measurable objectives down through the various functions and levels of the
organization. As a result, everyone in the organization should understand the strategic plan, be able to derive
several goals from the plan, and determine how each goal ties into their own daily activities.
1-24. The balanced scorecard examines a firm’s performance in four critical areas – its finances, customers,
processes and capacity for learning and growing. Although operational excellence is important in all four areas,
the tools in operations are most closely associated with process.
1-26. Student answers will vary. The balanced scorecard worksheet in Table 2.1 is helpful. Finances might refer to
future income, customers to potential employers who are interested in both grades and experience, processes
to how students will raise their grades and gain experience, and learning and growing to developing skills in
several areas.
Solutions to Problems
1-1. The Blacksburg store is the most productive.
b. Based on productivity, the Blacksburg store should be closed. Other factors to consider include total
revenue, potential for growth, and options for reducing costs.
1-3. By number, Jim was more productive last year. By weight, Jim was more productive this year.
Last yr This yr
Hours fishing 4 6
Bass caught 12 15
Average weight 20 25
Bass/hr 60 62.5
1-4. Productivity could be measured by total account dollars per hour worked, new account dollars per hour worked
or existing account dollars per hour worked. Bates is the most productive based on total output. Albert and
Duong have the most new accounts, and thus the greater potential returns in the future. However, Duong cannot
work many more hours a week and Bates is only working half time. Bates has the potential to sell more if he
works more hours.
1-6. Omar should probably close the plant in Guadalajara because its multifactor productivity is the lowest, its labor
productivity is the second lowest, and its output is the least of the four plants.
Units (in 000’s) Cinncinnati Frankfurt Guadalajara Bejiing
Finished goods 10,000 12,000 5,000 8,000
Work-in-process 1,000 2,200 3,000 6,000
1-7. Hall is the most productive in terms of rushing yards and touchdowns per carry. However, Dayne has highest
number of rushing yards and touchdowns. Using “carries” as the input variable skews the results. Productivity
is not always the best measure of performance.
Installation 1 2 3
Square Yards 1,225 1,435 2,500
# workers 4 3 5
# hours 3 5 6
Square yds/hr 102.08 95.67 83.33
1-9.
Center 1 2 3 3c.
Pieces processed 1,000 2,000 3,000 5,000
Workers/hr 10 5 2 2
Hourly wage rate $5.50 $10 $12 $12
Overhead/hr $10 $25 $50 $80
Multifactor productivity 15.38 26.67 40.54 48.08
1-10. Material productivity is stable over the 4 weeks. Labor productivity increases in week 2 and decreases in
weeks 3 and 4.
Week 1 2 3 4
Units of output 2,000 4,000 5,000 7,000
# workers 4 4 5 6
Hours per week 40 48 56 70
Labor cost per hour $10 $10 $10 $10
Material (lbs.) 286 570 720 1,000
Material cost per lb. $4 $4 $4 $4
1. It is difficult to follow the four steps of strategy formulation for this case. Students will be able to easily
identify VT’s core competency but will struggle with its primary task, and without a product, it’s impossible
to determine an order winner and order qualifiers. “Developing the next generation of visualization tools” is
probably not a marketable task. Students will come up with a variety of ideas from their Internet search.
2. Student answers will vary depending on how the primary task is derived in question 1.
3. That’s the crux of the problem for this case. Isaac needs to find a way to keep his business going to obtain
the capital to pursue his dream. Great for class discussion.
4. (1) and (3) are more in keeping with VT’s earlier projects but require more hardware and do not promise
future business. (2) is the most time-consuming, least challenging, but most sustainable. (4) and (5) are the
most lucrative but do not advance VT’s knowledge of the field.
5. The selection of projects should reinforce the strategy determined by the student. This case is based on an
actual situation. The company chose projects (1) and (3). The museum job consumed so much time and
resources that the company had to turn down the bank training job. Without a “product” and no immediate
repeat business, the company folded and the owner went back to academe. A student took on project (5),
became quite successful and now has operations in three states.
1. The board of Regents should look at the proposal carefully and identify first what they are trying to achieve
with this new program. If the program fits within their mission, and if they have the resources to pursue it,
they need to assess the likelihood of their success or failure. It doesn’t appear that the board has sufficient
information or insight to make the decision. A lot of questions remain. The focus of the program (i.e.,
interdisciplinary, problem solving, etc.) doesn’t seem like much of a focus at all. The desire to “try anything”
to get more students is troublesome. A new program that Strutledge can’t support would damage their
reputation. Strutledge needs to gather more information before a decision can be made.
2. Strutledge should go through the process of identifying its primary task. This would include the type of
students it wishes to serve and their future role in society (i.e., community, state, regional, national, global).
A clear assessment of Strutledge’s core competence is also needed. What special resources does the college
have? What is it best known for? How does it compare to other institutions of similar size and mission?
After those issues have been settled, the college needs to find out what its customers (i.e., students) look for
when deciding where to go to school. What are some basic requirements that Strutledge should meet (i.e.,
order qualifiers)? What factor prompts the final determination of which school to attend (i.e., order winner)?
If, as is hinted in the case, the ability to find employment upon graduation is important to prospective students,
then the college should gather information from potential employers about their needs. It may very well be
that an MBA program is needed in the area, but this needs to be determined from data. Only after the
determination has been made, that the area needs another MBA program, should Strutledge explore the
possibility of providing it. If the college concludes that it has the skills and resources necessary to pursue the
task, then it should try to position itself properly in the market and find a special niche for its particular MBA
program.
needs
Incr. participation in
# exercise classes/week 12
exercise classes
Fitness
Increase use of personal
# client hours/week 100
trainers
% participation in customer
75%
Processes
N ews travels fast in school, and by ten o’clock the next morning it
was known from one end of the campus to the other that
Kittson was going to report that afternoon for football practice. The
result was that every fellow who could possibly get to the field was
on hand long before the fateful hour of three-thirty. Tad, who had
the effrontery to walk to a point of observation some ten feet away,
declared later that it was worth a thousand mile journey to see the
expression on Coach Cotting’s face when Kitty informed him that he
would like to try for the team, please. Kitty, in brand new football
togs, with his trousers at least six inches too long for his short legs—
there had been no time to alter them—and his knotty calves incased
in green stockings, was a sight to behold. And yet there was no
suggestion of self-consciousness about him. Had you attired Kitty in
the uniform of a Scotch Highlander or a Turkish bashi bazouk he
would have shown no awkwardness. Kitty had a mind above clothes.
Coach Cotting, maintaining his composure with the utmost
difficulty, entered Phineas Kittson in his red book and consigned him
to the awkward squad. Rodney, who had just been promoted from
that aggregation, mourned the fact. He wanted so much to be near
when Kitty fell on his first ball.
The school at large cheered when Kitty followed his companions
down the gridiron, and after that, flocking closely along the side line,
they watched his every performance and offered him enthusiastic
applause and encouragement. Kitty knew well enough that he was
being joshed, but he didn’t mind. Fellows were always poking fun at
him for one thing or another. Let them! Kitty had his own ideals and
pursued them, his own views and held to them. No, Kitty didn’t mind
much. Not nearly so much as Gordon. The fullback stood the ribald
shouts and laughter and cheers as long as he could, and then
walked over to the throng and informed them that this was football
practice and not a funny show, and that if they didn’t shut up he’d
have Cotting put them out and close the gates. After that practice
proceeded more decorously.
Meanwhile Kitty was having his troubles. But the queer thing
about Kitty was that he had a funny notion that troubles were things
you could get the better of if you put your head down and worked
hard. So Kitty did as he was instructed to do to the best of his ability,
using up a good deal of unnecessary strength in the doing, and was
perhaps after all no more awkward than half a dozen others in the
squad. And Gordon, who had smiled for a while at first, soon came
to admire the fellow’s dogged courage and perseverance, and was
extraordinarily patient and gentle with him toward the last. By that
time the novelty had worn away for the spectators and the crowd
had thinned out, and Kitty’s return to the gymnasium in the wake of
the others was unattended by any demonstration. On the next day
he was again the cynosure of all eyes, as Tad so aptly put it, and
again on the day following. But after that the school decided that
the fun had worn thin.
On Friday Coach Cotting made the first cut, and some dozen
youths abandoned aspirations for that season. Strange to say,
however, Kitty, at the good-natured solicitation of Gordon, was
retained and became a fragment, a rather weighty fragment, of the
third squad. Rodney, too, was retained, and whether he was glad or
sorry he couldn’t make up his mind. He was confident that he would
never survive the next cut, and he begrudged the time that practice
took from his studies, although for that matter he couldn’t honestly
say that his class standing was suffering any. On the other hand, he
had discovered to his surprise that he was getting not a little
interested in football. He rather liked the camaraderie of it, and the
feeling of well-being that followed a hard afternoon out there on the
yellow turf and—yes, and he would have been less than human
otherwise—he liked the knowledge that less fortunate fellows
observed him with respect as one who had succeeded where they
had failed, and as one chosen to uphold the gridiron honor of Maple
Hill. And all the time he was growing to like it better he was telling
himself that no matter how hard he tried or how hard Coach Cotting
tried he would never become anything more than an indifferent
player. But meanwhile he did as best he could, and Cotting and
Captain Doyle puzzled over him considerably.
“He knows football,” said Doyle one day when he and the coach
were discussing Rodney, amongst other candidates, “but he doesn’t
seem to get beyond a certain point. He plays as well and not much
better than he did the first day, as far as I can see.”
“I can’t make him out,” acknowledged the coach. “He seems
willing enough to learn, and he seems to try hard enough, but he
gets no—no ‘forrader.’ Why?”
Doyle shook his head. “Blessed if I know. Guess he lacks football
instinct.”
“‘Football instinct,’” echoed the coach smilingly. “You’ve been
reading stories, Terry. ‘There ain’t no such critter’ as football instinct.
Instinct is a natural impulse. You may say that a boy has a natural
impulse toward athletics and, if he happened to come of athletic
parents, you’re probably right. But football hasn’t been played long
enough in this country to generate instinct, if you see what I mean.
Perhaps in another hundred or two hundred years boys may be born
with football instinct, but not now, Terry.”
“Well, it’s something,” replied the other vaguely, “and Merrill
doesn’t seem to have it.”
“Call it football sense,” said the coach. “He does as he is told and
as he has been taught, but he appears to have no initiative. In other
words, if he found himself during a game suddenly in a position
where he had to depend on his own resources, mental and physical,
he’d likely fail right there. Strange, too, that I was speaking to Mr.
Howe about Merrill yesterday. Howe has him in two classes, I think.
He said he’d never found a boy with a greater aptitude for learning
nor one with a more retentive memory. But then perhaps that proves
my contention. Merrill, I dare say, lacks imagination. Well, we’ll keep
him along for another week or so and see what happens.”
Maple Hill went down the river a few miles on Saturday and played
her first game of the season. Her opponent was Phoenixville High
School, an aggregation not at all formidable. In fact the contest was
looked upon as nothing more than a slightly glorified practice, and
for that reason Coach Cotting took along two complete elevens and
used every player at some time during the game. Phoenixville
managed to score a touchdown as the result of a fumble by a Maple
Hill substitute near the end of the last period, but the Green-and-
Gray ran up twenty-eight points and was well enough satisfied.
Neither Rodney nor Phineas was taken along that day. How Kitty
spent his afternoon I don’t know; probably, however, in taking a little
ten mile jaunt around the country; but Rodney, after declining the
invitation of Tom and Pete to follow the team as a rooter, remained
at home and joined Tad and the twins at tennis. Rodney had Matty
for a partner, and there were two hard fought sets. For some reason
Rodney’s strokes were less certain than usual and, although he
played perhaps as well as Tad, the opponents won each set, the first
7–5 and the second 9–7. Matty was not up to her sister on the
tennis court, and May’s better playing accounted for the double
victory. They had a jolly time, however, and afterwards Tad played
host at Doolittle’s and they consumed ice-cream sodas and talked
over the contests. Tad insisted that playing football had injured
Rodney’s tennis.
“It always does,” he said. “Your arm gets sort of stiff and set, you
see. A fellow has to keep his wrist pretty supple to do good
backhand work.”
Rodney agreed that possibly football was to blame. “As soon as
they let me go, I’ll try you again,” he said.
“Don’t worry. They won’t let you go, Rod. Why, you’re doing finely,
aren’t you?”
“No, I’m not. I’m playing about as poorly as the rest of the duffers
in the second squad, I suppose. I guess another week will settle
me.”
At this there were lamentations from the twins. They had, it
seemed, made up their minds that Rodney was to be a football star
like his famous brother. “You oughtn’t to talk like that,” Matty
protested earnestly. “You—you must think you’re going to do well,
mustn’t he May?”
“Yes, indeed. What we think we are,” replied May gravely.
“I think,” laughed Rodney, “that I’m full of soda.” He pushed his
glass away.
“Don’t you like it?” asked Matty, viewing his unemptied glass.
“Yes, but I’ve got to walk up that hill yet. I’m thinking about that.”
“You don’t have to go back yet, do you? Let’s you and I play
against them at croquet. It’s only fair we should beat them at
something!”
So presently they toiled up the street to the little side gate in the
hedge, and after recovering from their exertion—for thirty games of
tennis leaves one rather disinclined for further effort for awhile—they
played three fairly hard games of croquet, of which Rodney and
Matty managed to win two.
A week later autumn announced her arrival. Rodney awoke one
morning to find a brisk wind blowing and the trees nearly bare of
foliage. Yellow and red and russet-brown leaves frolicked along the
roads and there was a keen nip in the air that lent zest to living.
After that football practice was less like hard labor, and the players
didn’t come off the field bathed in perspiration and feeling as though
they had emerged from a particularly strenuous Turkish bath. That
afternoon Coach Cotting drove his charges hard. As soon as the
candidates reached the field they were put to work punting or
catching, all, that is, save Stacey Trowbridge and Roger Tyson, who
put in the time trying goals from the field. At last, when all the
players were out, there was one lap around the track at a fast jog,
the pace being set by Mr. Cotting, who, clad in a faded green jersey
and an old pair of gray flannel trousers, trotted at the head of the
bunch. For several minutes one heard only the fall of many feet on
the cinders, the swish-swish of rasping canvas, and the breathing of
the runners. When the circuit was complete the several squads
assembled quickly and, under the direction of shrill-voiced
quarterbacks, went through twenty minutes of signal work. Then:
“All right!” called the coach. “Get your head guards!”
That was the signal for scrimmage, and the fellows hurried to the
sidelines and donned the black leather helmets. Somehow,
everything to-day was done on the jump. The brisk weather was
incentive enough, and the coach’s perfunctory “Look alive, fellows!”
was quite unnecessary. Later, though, when the second squad backs
appeared to have lost some of their snap, the coach’s voice rang out
harshly enough.
“Stop loafing, you backs! If I catch you at it again out you come!
And you don’t go back! Now get into it!”
The warning had the desired effect, for Coach Cotting kept his
word and every fellow knew it.
The third squad went over to the practice gridiron and played the
Third Form Team, and both Rodney and Kitty got into the game and
enjoyed it thoroughly. The Third Form Team had had only a few days
of practice under the direction of one of the submasters and so were
not formidable opponents. The third squad scored almost at will, and
in some fifty minutes of actual playing ran up forty-nine points
against their opponents, who, taking a long chance on a forward
pass that ought not to have worked but did, crossed the third
squad’s goal line for a solitary touchdown.
CHAPTER XIII
THE FINAL CUT
testbankmall.com