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SOLUTIONS MANUAL for Operations Management: Sustainability and Supply Chain Management 14th Edition By Jay Heizer; Barry Render; Chuck Munson. ISBN 0137649193. All Chapters 1-17. A+$17.99
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SOLUTIONS MANUAL for Operations Management: Sustainability and Supply Chain Management 14th Edition By Jay Heizer; Barry Render; Chuck Munson. ISBN 0137649193. All Chapters 1-17. A+
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Operations Management: Sustainability and Supply
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Operations Management: Sustainability And Supply
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Operations Management
SOLUTIONS MANUAL for Operations Management: Sustainability and Supply Chain Management 14th Edition By Jay Heizer; Barry Render; Chuck Munson. ISBN . All Chapters 1-17. A+
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SOLUTIONS MANUAL for Operations Management: Sustainability and Supply Chain Management 14th Edition
By Jay Heizer; Barry Render; Chuck Munson
SOLUTIONS MANUAL for Operations Management: Sustainability and
Supply Chain Management 14th Edition By Jay Heizer; Barry Render;
Chuck Munson
,SOLUTIONS MANUAL for Operations Management: Sustainability and Supply Chain Management 14th Edition
By Jay Heizer; Barry Render; Chuck Munson
1
C H A P T E R
Operations and Productivity
DISCUSSION QUESTIONS
1. The text suggests four reasons to study OM. We want to understand (1) how people organize
themselves for productive enterprise,
(2) how goods and services are produced, (3) what operations managers do, and (4) this costly part
of our economy and most enterprises.
LO 1.1: Define operations management
AACSB: Application of knowledge
2. With some 40% of all jobs being in the OM field, the career opportunities are prolific. The text
suggests many career opportunities. OM students find initial jobs throughout the OM field, including
supply chain, logistics, purchasing, production planning and scheduling, plant layout, maintenance,
quality control, inventory management, etc.
LO 1.3: Identify career opportunities in operations management
AACSB: Application of knowledge
3. Possible responses include: Adam Smith (work specialization/ division of labor), Charles
Babbage (work specialization/division of labor), Frederick W. Taylor (scientific management),
Walter Shewart (statistical sampling and quality control), Henry Ford (moving assembly line),
Charles Sorensen (moving assembly line), Frank and Lillian Gilbreth (motion study), and Eli Whitney
(standardization).
LO 1.1: Define operations management
AACSB: Application of knowledge
,SOLUTIONS MANUAL for Operations Management: Sustainability and Supply Chain Management 14th Edition
By Jay Heizer; Barry Render; Chuck Munson
4. See references in the answer
to Question 3. LO 1.1: Define
operations management
AACSB: Application of
knowledge
5. The actual charts will differ, depending on the specific organization the student chooses to
describe. The important thing is for students to recognize that all organizations require, to a
greater or lesser extent, (a) the three primary functions of operations, finance/accounting, and
marketing; and (b) that the emphasis or detailed breakdown of these functions is dependent on
the specific competitive strategy employed by the firm.
LO 1.1: Define operations management
AACSB: Application of knowledge
6. The basic functions of a firm are marketing, accounting/ finance, and operations. An interesting
class discussion: ―Do all firms/organizations (private, government, not-for-profit) perform these three
functions?‖ The authors‘ hypothesis is yes, they do.
LO 1.1: Define operations management
AACSB: Application of knowledge
1
, SOLUTIONS MANUAL for Operations Management: Sustainability and Supply Chain Management 14th Edition
By Jay Heizer; Barry Render; Chuck Munson
2 CHAPTER 1 OP E RA T I ONS A ND PROD U CT IV ITY
7. The 10 strategic decisions of operations management are product design, quality, process,
location, layout, human resources, supply chain management, inventory, scheduling (intermediate
and short-term), and maintenance. We find this structure an excellent way to help students
organize and learn the material.
LO 1.1: Define operations management
AACSB: Application of knowledge
8. The 10 decisions as applied to Amazon: (1) Product design—defining the product may initiate
an interesting discussion. Is the product the over 12 million products available, or is the
product the ease of order entry, convenience, and home delivery? Probably both.
(2) Quality management—quality is built into every aspect of the Amazon culture, from item and
order identification, and from the supplier through receipt, process design, human resource
training, inventory tracking, etc. Multiple checks of items are standard. Errors in order receipts
or shipment are very expensive. (3) Process strategy—receipt, movement to storage, and pulling
of product for shipment are all state of the art. Amazon‘s process mimics in many ways an
assembly line … where the workers stand still and the product is brought to the worker, rather
than movement of personnel up and down aisles to ―pull‖ merchandise. (4) Location strategy—
Amazon‘s facilities are strategically located worldwide to facilitate rapid delivery. (5) Layout
strategy—facilities are designed and redesigned to meet the changing state-of-the-art innovations,
from Kivas (moving storage bins) to ―pull to light.‖ (6) Human resources—a non-union
workforce has allowed continuing innovation in job design, work assignments, flexible short-
term and long-term (seasonal) work schedules, and benefits.
(7) Supply chain management—volume has given Amazon substantial negotiating flexibility.
Amazon has also been willing to design and produce its own ―copycat‖ products when it seems
advantageous. (8) Inventory management—sophisticated item receipt and storage over multiple
facilities, along with customer order tracking that facilitates shipment of orders from multiple
locations to ensure complete orders, gives Amazon a huge advantage. (9) Scheduling—the
combination of inventory management, superior software, and a great process allows Amazon to
ship in 15 minutes … the time from the customer‘s keyboard order click to shipment is 15
minutes. (10) Maintenance—the facility maintenance is rather simple as factories go … it is
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