IM_Preface (2).doc

INSTRUCTORS MANUAL

TABLE OF CONTENTS

PrefaceDeveloping Course Outlines................................................................................................ 1Use of Computer Exercises.................................................................................................. 8Videotapes/DVD available from Irwin/McGraw-Hill ......................................................... 10

PART I: INTRODUCTION

1. The Operations Function.............................................................................. 1-1 2. Operations and Supply Chain Strategy.......................................................... 2-1 3. Product Design............................................................................................ 3-1

PART II: PROCESS DESIGN

4. Process Selection......................................................................................... 4-1 5. Service Process Design................................................................................ 5-1 6. Choice of Technology.................................................................................. 6-1 7. Process-Flow Analysis................................................................................. 7-1

PART III: QUALITY

8. Managing Quality........................................................................................ 8-1 9. Quality Control and Improvement................................................................ 9-1

PART IV: CAPACITY AND SCHEDULING

10 Supply Chain Management..........................................................................10-111. Forecasting.................................................................................................. 11-1

Supplement: Advanced Models12. Facilities and Aggregate Planning.................................................................12-1

Supplement: Mathematical Models13. Scheduling Operations.................................................................................13-114. Project Planning and Scheduling..................................................................14-1

PART V: INVENTORY

15. Independent Demand Inventory....................................................................15-1Supplement: Advanced Models

16. Materials Requirements Planning.................................................................16-117. Just-in-Time Systems and Lean Thinking ....................................................17-1

PART VI: CASE STUDY TEACHING NOTES

Introduction Shipper Manufacturing Company............................................................................. C-1FHE, Inc ........................................................................................................ C-4

Process Design Eastern Gear, Inc..................................................................................................... C-8The “mi adidas” Mass Customization Initiative ……………………………………… C-13PlasTech, Inc. ………………………………………………………………………. C-14Southwest Airlines: Singin’ the (JET) Blues …………………………………………. C-18Starbucks: Delivering Customer Service ……………………………………………. C-19The Field Service Division of DMI..........................................................................C-20

Quality Customer-Driven Learning at Radisson Hotels Worldwide.......................................C-27Federal Express.......................................................................................................C-32Bayfield Mud Company........................................................................................... C-38Six Sigma at 3M, Inc. .............................................................................................C-43

Capacity and Scheduling Ford Motor Company, Supply Chain Strategy..........................................................C-48Merriwell Bag Company.......................................................................................... C-49Lawn King, Inc.......................................................................................................C-54World Industrial Abrasives......................................................................................C-64

Inventory Consolidated Electric............................................................................................... C-68Southern Toro Distributor, Inc.................................................................................C-73ToysPlus, Inc ........................................................................................................ C-79U.S. Stroller ........................................................................................................ C-91

SOLUTIONS FOR TECHNICAL CHAPTERS (from CD-ROM)

Technical Chapter 1: Waiting Lines ...................................................................................TC1-1

Technical Chapter 2: Financial Analysis ............................................................................TC2-1

Technical Chapter 3: Simulation ........................................................................................TC3-1

Technical Chapter 4: Transportation Method ......................................................................TC4-1

Technical Chapter 5: Linear Programming .........................................................................TC5-1

PREFACE

This instructor's manual has been designed to accompany the text Opera tions Management: Contemporary Concepts and Cases, third edition, 2007, by Roger G. Schroeder. For each chapter of the text, the manual provides the following:

1. Teaching Notes. This section includes a short description of the purpose of the chapter and its main points. It then indicates how I personally use the chapter in teaching at the University of Minnesota. Finally, I point out several references from the Selected Bibliography that may be particularly useful in preparing lectures or as student assignments.

2. Answers to Questions. This section contains answers to each of the questions given at the end of the chapter. The answers are complete in terms of a typical student's homework submission. These questions cover all of the main points contained in the chapter and they can be assigned for either homework or as exam questions.

3. Answers to Problems. All of the quantitative chapters contain problems as well as questions. There is at least one problem for every quantitative technique covered in the text, and in most cases several different problems are included. These problems vary in length and complexity, and are appropriate for both homework and examination purposes. Some of the problems have Excel Spreadsheets using the CD-ROM which accompanies the text.

4. Exam Questions. About twenty-four multiple-choice questions are included for each chapter in the test bank. These questions are designed to cover both the qualitative and quantitative material from the text. It is possible by using these questions to construct totally machine-graded examinations.

After the main chapters, this manual contains teaching notes for each of the cases in the text with the exception of the two Harvard teaching notes and some of the Darden and IMD notes that must be obtained directly from the publisher. These teaching notes are intended as teaching guidelines rather than answer keys, since most of the cases do not have a unique answer. The teaching notes usually include a brief synopsis of the case, its purpose, assignment questions, analysis of the case, and teaching strategy.

The cases vary in length from a single page to ten or fifteen pages. Also, some of the cases require quantitative modeling, while others do not. Some of the cases are supported by Excel Spreadsheets on the CD-ROM. By skimming the teaching note one can easily determine the kind of case and the analysis used.

In the next section some different approaches to using the text are described and example course outlines are given. The many different types of courses that can be taught highlight the flexibility of the text. In the next section there is also a brief note on the use of the Excel Spreadsheets which accompany the text.

It is hoped that instructors who are teaching an introductory course in operations management will find this manual a useful supplement to the text. I would appreciate any comments that you might have on how the instructor's manual or the text might be improved. Please write to me directly at the Carlson School of Management, OMS Department, University of Minnesota, 321 19th Avenue South, Minneapolis, Minnesota 55455 or send e-mail to me at [email protected].

Roger G. Schroeder

1

DEVELOPING COURSE OUTLINES

The textbook was designed for use in a wide variety of different courses. The possible variations include:

1. undergraduate or graduate levels2. service or manufacturing emphasis3. case or lecture approach4. quantitative or qualitative emphasis5. quarter or semester system

Putting these combinations together yields 25 = 32 different courses that can be taught from the text. Considering variations in each factor, even more courses are possible.

The text is intended for either undergraduate or graduate students. As such, it may be a bit too advanced for some undergraduates and a bit too simple for some graduate students. After teaching both types of students, however, I have not found the level of the text to be an issue. I have found that graduate students can cover the material much more rapidly than the undergraduates. For example, if a particular chapter can be covered in two lectures with undergraduates, it might only take one lecture with graduate students. Also, more use can be made of the cases in graduate courses.

The degree of emphasis on service or manufacturing tends to be determined by the use of examples and terminology in class. At the University of Minnesota, we try to emphasize service and manufacturing on a 50-50% basis. One of the ways we do this is by splitting the case studies between service and manufacturing cases. We also assign homework of both types, and we consciously use service examples in the lectures. Whenever possible, we use neutral terms such as batch process (rather than job shop) and line process (rather than assembly line).

The text can be used to support pure lecture courses, case courses or a combination of the two. In the pure lecture course, cases can be assigned as examples of real operations problems or they can simply be omitted. When cases are assigned for class discussion or written submission, any of the twenty cases might be used. In some courses cases from the Harvard Business School, or other sources, may also be added to supplement those in the text. In a pure case course, the instructor could assign selected reading from the text as background reading and outside cases would probably be needed to supplement the text.

The emphasis on quantitative or qualitative material at a particular school will probably depend on whether there is a separate course on quantitative methods or operations research techniques and the school’s philosophy of Operations Management. If quantitative techniques are used, technical chapters from the CD-ROM can be assigned for reading. The technical chapters included in the CD-ROM are simulation, linear programming, financial analysis, waiting lines, and the transportation method. Since the technical chapters are brief, lectures will be required to adequately cover most techniques.

2

In a course that includes both quantitative methods and operations management principles, perhaps the most difficult task for the instructor is maintaining the proper balance and speed of presentation. Students can be easily confused in such a course because of the great amount of material covered. It is, therefore, necessary to carefully construct the course outline and to perhaps provide some extra laboratory sessions or problem solving sessions. In this connection computer software may also be integrated into this course. More on this is given in the next section.

The quarter or semester time frame, of course, presents different packaging problems. In a typical quarter of ten weeks it is virtually impossible to cover all of the material in the text, even in a graduate course. This is also true for a semester course if lectures, quantitative techniques and cases are all incorporated into the course. Thus, each instructor must carefully select appropriate material from the text to fit within the time available.

Two course outlines are attached that we have used at the University of Minnesota. One outline is for our undergraduate course and the other for our graduate course. Both of these courses meet for ten weeks with two 1 ½ hour sessions per week. Therefore, twenty class periods plus a final exam are scheduled. We do not use the technical chapters from the CD-ROM.

The undergraduate course utilizes mostly lecture with only three case studies for illustrative purposes. We have found there is simply not enough time to cover more cases at the undergraduate level. In our graduate course, six cases are used, while the regular lecture material is covered in an accelerated fashion. The cases are mixed between service industries and manufacturing.

The undergraduate course outline also utilizes a different approach for organization of the material than the graduate course. A production and inventory control unit is organized which combines capacity and inventory issues. This unit uses a material planning concept for its organization proceeding in order through forecasting, aggregate planning, inventory management, MRP, and scheduling/control. See the course schedule for details.

A third course outline is included for a course that mixes techniques and operations management concepts. In this outline we have incorporated the major techniques after the operations problems are explained that could use the technique. Out of ten weeks, approximately three weeks are devoted to major techniques such as linear programming, simulation and waiting lines.

Some of the variety of course outlines is illustrated by these three examples. Each of these outlines meets different objectives and different teacher and student needs. It is hoped that the example outlines will provide a starting point for course development.

3

SAMPLE GRADUATE COURSE

UNIVERSITY OF MINNESOTA

A. Behavioral Objectives

1. To understand the components of the operations management function in different types of organizations.

2. To be able to analyze decision problems in operations, and the relationships of operations decisions to other business decisions.

3. To understand the concepts of operations planning and control including forecasting, capacity, scheduling, inventory, and material requirements planning.

4. To be knowledgeable about operations process management including quality, productivity, and process design.

5. To be able to communicate, orally and in writing, the results of analysis of operations.

B. Textbook

Schroeder, Roger G., Operations Management: Contemporary Concepts and Cases, 3rd edition, Irwin/McGraw-Hill, 2007.

C. Grading

1. 25% Midquarter (closed-book)

2. 35% Closed-book final (comprehensive)

3. 15% Oral case grade (6 cases)

4. 25% Written case grade (3 cases) plus term paper

D. Written Case Format

Each written case must be typewritten and a maximum of three double-spaced pages plus appendices, charts and graphs. Cases will be graded for writing style as well as analysis, recommendations and conclusions. Starred cases are to be submitted in writing. Cases must be submitted in groups of three students.

4

E. Term Paper

Each group of three students must write a term paper for the course. The paper will design an operation for a business of the group's choice. The paper should begin by describing the business objectives, the product or products, the market, and the financial assumptions of the organization. The paper should then describe operations objectives, distinctive competence, the process design, quality management and control, capacity/scheduling, and inventory decisions required. The paper should relate each of the major decisions in operations to the business objectives, operations objectives, assumptions, and the distinctive competence of the business.

The first installment of the paper is due in session 7 and should cover business objectives, products, market, financial assumptions, operations objectives, distinctive competence and process design.

The final term paper is due in session 20 and should include the revision of the first installment along with the remainder of the design (quality, capacity, and inventory) decisions. The final paper should not exceed ten pages (double-spaced typed) plus exhibits and charts.

5

GRADUATE COURSE SCHEDULE

Session Topic Read Chapter(s)

INTRODUCTION 1 Intro to Course/Intro to OM......................................12 Operations and Supply Chain Strategy......................23 Case Study (Shipper Mfg Company)

PROCESS 4 Product Design & Process Selection..........................3,45 Service Process Design.............................................56 Choice of Technology..............................................67 Case Study (Field Service Division of DMI)

QUALITY 8 Quality Management................................................89 Quality Control........................................................910 Case Study (Federal Express)

11 MIDQUARTER EXAM

CAPACITY 12 Supply Chain Management.......................................1013 Forecasting...............................................................1114 Facilities and Aggregate Planning.............................1215 Case Study (Ford Motor Co.: Supply Chain Strategy.)

INVENTORY 16 Independent Demand Inventory................................1517 Case Study (Consolidated Electric)18 Material Requirements Planning...............................1619 Just-in-Time and Lean Thinking...............................1720 Case Study (U.S. Stroller)

6

SAMPLE UNDERGRADUATE COURSE SCHEDULEUNIVERSITY OF MINNESOTA


INTRODUCTION 1 Intro to Course/Intro to OM......................................12 Operations and Supply Chain Strategy......................2

PRODUCT/PROCESS DESIGN 3 Product Design and Process Selection.......................3,44 Service Process Design and Technology Choice........5,65 Process Flow Analysis..............................................76 Case Study (Field Service Division of DMI)

QUALITY 7 Managing Quality.....................................................88 Quality Control........................................................99 Case Study (Bayfield Mud)

10 MIDQUARTER EXAMINATION

PRODUCTION AND INVENTORY CONTROL

11 Supply Chain Management.......................................1012 Forecasting...............................................................1113 Capacity and Aggregate Planning.............................1214 Inventory Management.............................................1515 Inventory Problems16 MRP........................................................................1617 Scheduling Operations..............................................1318 Scheduling Problems19 Case Study (Toys Plus, Inc.)20 Just-in-Time and Lean Thinking...............................17

7

SAMPLE COURSE SCHEDULE(QUANTITATIVE TECHNIQUES INCLUDED)


INTRODUCTION 1 Intro to Course/Intro to OM......................................1

PROCESS 2 Process Selection and Technology Choice.................4,63 Process Flow Analysis, Waiting Lines.......................74 Waiting Lines Problems...........................................T15 Simulation................................................................T36 Simulation Problems................................................T3

QUALITY 7 Quality Management................................................88 Quality Control........................................................9

CAPACITY/SCHEDULING 9 Supply Chain Management.......................................1010 Forecasting...............................................................1111 MIDQUARTER EXAMINATION12 Capacity/Aggregate Planning....................................1213 Scheduling...............................................................1314 Project Planning and Scheduling...............................1415 Linear Programming................................................T516 L. P. Simplex...........................................................T517 L. P. Problems..........................................................T5

INVENTORY 18 Independent Demand................................................1519 MRP, JIT.................................................................16, 17

INTEGRATION 20 Operations and Supply Chain Strategy .....................2

8

USE OF COMPUTER EXERCISES

Most courses in operations management use computer exercises. These exercises may utilize networks or personal computers depending on the equipment available. They tend to use spreadsheets or other software to do extensive and complex computations.

There are several sources of software for general use. Software is referenced in the literature, in books, and on the Internet. This software is generally useful in an introductory operations management course to alleviate computational burden and to give students a "feel" for how the computer can be used as an aid to decision making in operations.

The Schroeder textbook is sold with an accompanying CD-ROM. Providing the CD-ROM with the book relieves the instructor of the problems of software distribution and insures that each student has the correct software.

The CD-ROM contains 21 Excel templates designed for specific problems at the end of several chapters and some of the cases as shown in the table below. These templates come in three types. The first type contains all the formulas needed to solve the problem. All the student has to do is to enter the data and obtain the answer. The problem in the text may ask the student to solve the problem for several values of a parameter and to draw some conclusion regarding the sensitivity of the answer to changes in the parameter.

The second type of template requires the student to enter one or more formulas. Some of the formulas and the framework for solving the problem are provided, but some are intentionally missing. After entering the required formulas, the student can then enter the data and solve the problem.

The third type of template is to assist in solving case studies. In some cases these templates contain the data only from the case, so the student does not need to enter it. In other cases the logic and formulas are provided by the template for example in MRP calculations or in Aggregate planning.

In the table below the templates are identified and the type of template is also shown.

9

List of Excel Templates Available on the CD-ROM.

File Name Application Formulas Required

ch9_p3.xls Control Chart for Attributesch9_p11.xls Control Chart for Average and Rangech11_p8.xls First Order Exponential Smoothingch11_p11.xls First Order Exponential Smoothing Yesch11_sp2.xls Exponential Smoothing with Trend Adjustmentch11_sp4.xls Seasonal Smoothing with Winter’s Methodch12_p6.xls Aggregate Planningch12_p10.xls Aggregate Planningch12_p12.xls Aggregate Planning for Services Yesch15_p4.xls Economic Order Quantitych15_p8.xls Fixed Quantity Ordering Systemch15_p9.xls Periodic Ordering System Yesch15_p13.xls Multiple Products Periodic Review System Yesch15_sp1.xls EOQ With Discountch16_p2.xls MRP: Old Hickory Furniturech16_p4.xls MRP: Exercise Yesch16_p7.xls MRP: Lamp Assembly Yesmeribag.xls Spreadsheet for Merriwell Bag case study Yestoysplus.xls Spreadsheet for ToysPlus case studylawnking.xls Spreadsheet for Lawn King case studybayfield.xls Spreadsheet for Bayfield Mud case study Yes

10

Twelve Volumes of Operations Management videos are available from Irwin/McGraw-Hill. The earlier volumes of videotapes date back to 1993, but the later volumes are from 2000 to 2007. Volumes 1-8 are available on video cassette, Volumes 9 and 10 are available in either video or DVD format and Volumes 11-12 are only available in DVD format.

The videotape segments run in length from about 10 to 20 minutes. A variety of topics are included ranging from process choice to service operations, TQM, SQC and JIT. The topics, times for showing and dates are shown in the attached grid.

Video Tapes available from Irwin/McGraw-Hill

Volume Nr. Title (Chapter) Company Description Duratio

n Date

Vol

ume

I

(T

apes

(64-

4043

-01-

1 IS

BN 0

-256

-123

49-7

) 1Lean

Production (Chapter 17)

Caterpillar,

Cumming Engine,

and Navistar

This segment shows and discusses how Lean Production is used at Caterpillar, Cummings Engine, and Navistar. Interviews with upper management at the three companies bring out the importance of customer-driven "pull" systems and how the companies employ KIT, Kanban, Jidoka, and MRP II to perform better.Key words: lean Production, Lead Time, Flexible Multimodels, Group Technology, Jidoka, Inventory turns, MRP II

13:00 1993

2Quality

(Chapter 8, 9)

Zytec, Motorola,

and Hewlett Packard

George Bush at the Baldrige Award ceremony opens this segment, which goes on to list the seven basic tools. Then Zytec, Motorola, and Hewlett Packard are used as examples.Key words: Quality Imperative, Baldrige Award, Baldrige Criteria, Quality Management, Quality/Customer Focus, Quality/Tracking, Quality/Cost, Quality tools, Flow charts, Pareto diagram

12:58 1993

3Manufacturing Processes(Chapter 4)

Caterpillar, Ford,

and Nucor Steel

This segment presents the Hayes-Wheelwright continuum, from customized, low-volume to mechanized, high-volume manufacturing. Most of the segment is on-site footage from a tool and die shop, Caterpillar, Ford, and Nucor Steel.Key words: Product/Process Matrix, Product/Process Types, PPM/Job Shops, PPM/Batch, PPM/Assembly Line Ford, PPM/Continuous

9:50 1993

11

Video Tapes available from Irwin/McGraw-HillV

olum

e I

(Tap

es 2

) (64

-404

3-01

-1 IS

BN 0

-256

-123

49-7

)

1

Computer Integrated

Manufacturing (Chapter

6)

Nucor Steel (steel

industry)

This segment presents an on-site tour of the Nucor Steep mini-mill, focusing on the automation system. Included are interviews with the plant manager, controller, and caster foreman. It includes good illustrations of controls, process manufacturing, automation, and productivity.Key words: CIM, Productivity, Incentives/Teamwork, CIM System, CIM/Financials, Sequencing

11:46 1993

2Inventory

Management (Chapter

15)

Navistar Int’l &

Caterpillar

This segment contrasts Navistar’s high turnover-low inventory heavy truck manufacturing system with the high inventory-service parts business at Caterpillar. Interviews bring out Navistar’s reduction efforts as well as Caterpillar’s responsiveness and the corresponding effects on inventory and costs.Key words: Inventory cost, Inventory definition, Inventory part numbers, Inventory service parts, inventory service.

10:43 1993

3 Services (Chapter 5)

First National Bank of Chicago

This segment features First National Bank of Chicago and particularly the operations aspect of its check-clearing system. Interviews are included, which help reiterate the point that service businesses use "operations" principles to deliver quality "products."Key words: Service overview, Service location, Service process, Service demand capacity, Service scheduling, Service automation, Service quality, Service inventory, Service quality performance, Quality team, Service/manufacturing

11:27 1993

12


olum

e II

(6

5-40

43-0

1; IS

BN 0

-256

-159

67-X

)

1

Service Systems and the Service

System Design Matrix(Chapter 5)

First National Bank of Chicago

First National Bank of Chicago is again highlighted with a survey of their customer services. This segment highlights the distinctions between automated low contact services and highly customized face-to-face encounters. It also relates these examples to other service companies and includes interview segments with managers. Key words: Service processes, Service design matrix, Service location, Service high volume, Service technology, Service phone contact, Service face-to-face tight spec, Service face-to-face lose specs, Service total customization, and Service management.

12:04 1994

2

Improving Operations Methods

(Chapters 8, 17)

Bernard Welding

Equipment Co.

This segment illustrates how Bernard Welding Equipment Company reduced set-up time and changed from a push to pull system to better serve their customers. The tape illustrates how a high variety of products (3,000 different configurations) can be custom assembled for quick response to customer orders. Topics touched on are Kanban, TQM, team approach, and JIT.Key words: Continuous improvement, Redesign, Setup time reduction, Scheduling and control, Assembly/Kanban, Containerization, Employee involvement

11:43 1994

3

Layout Improvement

s and Equipment Strategies

(Chapters 4, 17)

Bernard Welding

Equipment Co.

This segment features Bernard Welding, this time illustrating a reconfigured layout based on process flow as opposed to process type. The segment also shows other improvements such as reducing the distance between related operations, renovating old equipment, upgrading to new technology, fail-safe measures, and use of Kanban.Key words: Layout, Process flow, PLC reuse, Flexibility PLC, Failsafing, Order picking, FIFO, Employee teams

9:48 1994

13


olum

e II

(6

5-40

43-0

1; IS

BN 0

-25

6-15

967-

X)

4

Supplier Development

Outreach Program

(Chapter 17)

Toyota

From Toyota, this tape describes changes and improvements made at Flex-n-Gate, a manufacturer in Danville, Illinois which supplies Toyota with pickup truck bumpers. Toyota Supplier Development Institute engineers consulted with Flex-n-Gate in the process. It includes factory footage and interviews with the purchasing manager, project manager, development engineer, and plant manager. Key words: Supplier relationship, Kaizen/JIT, Setup reduction, Kanban, Process flow improvement, Warehouse, Continuous improvement team,

19:28 1994

14


olum

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I (6

7-40

43-0

1; IS

BN 0

-256

-195

28-5

)

1Re-

Engineering technology (Chapter 7)

Caterpillar

This segment describes a real program undertaken at Caterpillar’s Mossville Engine Center to reengineer the drawing process for engines. The five-step procedure this cross-functional group followed streamlined the process while improving customer satisfaction and quality. It also reduced time and costs. Interviews with team members are included.Key words: Reengineering goals, mission, process selection, process mapping, process improvement, process verification, process implementation, results.

10:46 1996

2 Scheduling (Chapter 13)

Washburn (guitars)

Washburn manufactures and sells over 150,000 guitars annually. This program provides an on-site overview of their job shop product system with special emphasis on production scheduling priorities and their use of a flexible NC machine.Key words: Job shop, Schedules, intermittent, Priority rules, CNC machines, set up and flexibility, Materials, Inspection/testing, Parts/inventory, Location selection criteria.

11:16 1996

3A Stitch in

Time(Chapter 5)

Private Hospital (hernia

patients)

This video, originally produced by Canadian National Broadcasting, describes the unique and specialized service product of Shouldice Hospital – hernia surgery. The entire process of delivery of the product is examined, along with the unique level of customer satisfaction.Key words: Word of mouth, quality control

15:44 1996

15


olum

e IV

(T

apes

1) (

68-

4043

-01-

1; IS

NB 0

-256

-215

70-7

)

1Value Driven Production

(Ch 4)Trek

This segment describes the distinctive approach Trek uses to manufacture high quality, mass-customized bikes for their customers. The organizing framework is the Value Approach to designing and manufacturing products to match customer needs, as described by Melnyk and Denzler in Operations Management: A Value Driven Approach. On-site footage features interviews and examples of unique uses of material, testing and assembly.Key words: Value definition, dimensions, production, R&D/Testing, Materials testing, Materials quality, Flexible Manufacturing, Technology.

11:18 1998

2 Scheduling Services

(Chapter 13)

United Airlines

This segment presents an overview of the scheduling system used by United Airlines in planning and delivering over 2,200 trips with 500 planes per day. Interviews with the developers of the PEGASYS computer system which starts the process, along with discussions with key flight scheduling, equipment scheduling, and maintenance scheduling personnel lay out the procedures and issues United must deal with to efficiently deliver service in the travel industry.Key words: Service Scheduling, Scheduling computer systems, scheduling aircraft, Scheduling maintenance, Scheduling flight crew, Scheduling manpower, Workload scheduling, Scheduling shift bids,

10:30

1998

16


3

Quality Product & Process Design

(Chapter 3, 8, 9)

Detroit Diesel

This segment describes the focus on quality, from design of products through the actual manufacturing of engines, including the highly successful Series 60 engine. Interviews with owner Roger Penske, the product manager and assembly workers are included. Also included are on-site examples of the use of technology and talent to increase quality through product and process design.Key words: QFD, Design/testing, In process inspection, AGV, Automation tolerance, SPC, Design.

10:02 1998

17


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(T

apes

2) (

68-4

043-

01-1

; ISN

B 0-

256-

2157

0-7)

1

Production Tour of the Vision Light

System(Chapter 3)

Federal Signal

This segment follows the production and assembly process for Vision Lights at Federal Signal Corporation. This begins with the original bill of materials schedule through incoming parts and kit inspections, and several assembly and sub-assembly processes. Interviews with the master scheduler, operations manager, and supervisors in purchasing are included and all footage is on-site.Key words: Product design, Product/Process steps, Bill of Materials, Capacity/daily, parts/subassembly, Material Flow, Cellular work stations, /flexibility, Inspection/incoming, Subassembly, Testing/in process, Product design/lights.

10:00 1998

18


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apes

2) (

68-4

043-

01-1

; ISN

B 0-

256-

2157

0-7)

2 JIT(Chapter 17)

Federal Signal

This segment presents the use of both "big" and "little" JIT concepts at Federal Signal to reduce waste, improve quality, and closely meet customer demand in manufacturing a variety of products. On-site examples of Kanban, work cells, and supplier relations are featured as well as short interviews with engineers and employees.Key words: JIT/overview, Big JIT, Little JIT, Safety Stock, Waste, Group Technology, kanban, barcodes/suppliers, Changeover/automatic, JIT/Customization.

10:28 1998

19


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(ISB

N 0

07-3

6618

2-1)

1JIT – Part 1

Assessment(Chapter 17)

Tristate Industries

This video describes and shows the assessment and planning steps taken by Tristate Industries, a small Midwestern supplier of metal products for the construction industry, as it ramps up to deliver a new product and double its output based on a new contract. Tristate president Don Keller and consultant Jim Therrien analyze the operation and plan the conversion to a just-in-time manufacturing system.Key words: Capacity, Batch Process, Flow charts, world class manufacturing, employee involvement

11:09 1998

2JIT – Part 1

Implementation

(Chapter 17)

Tristate Industries

This segment shows how TriState implemented the new cells, eliminated a large percentage, of WIP and instituted a Kanban control system. Overviews of the old and new systems are shown along with on-site interviews with employees and managers.Key words: goals, work cells, Kanban, Lot sizes, team work – innovation, poka-yoke

13:30 1998

3International

Logistics (Chapter 10)

American President

Lines

This segment tours the new Los Angeles harbor operated by American President Lines (APL) and describes the state of the art terminal operations. The use of GPS, and electronic tracking from point of origin to final destination through the harbor and electronic loading maps and schedules are illustrated. Capacity and speed issues are described along with the whole range of services provided by APL to global manufacturers and suppliers.Key words: Intermodal transportation, technology logistics, technology capacity/logistics, technology tracking/GPS

9:48 1998

20


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I (I

SBN

007-

3661

93-7

)

1Product Design

and Manufacturing(Chapter 3)

TriState Industries

This video provides an overview of several key design issues considered during the development and manufacturing process setup for new trailers made by TriState Industries in Indiana. Designer Don Keller discusses tools and methods he used as well as how customer preferences were taken into account. Illustrations of the manufacturing specifications in the plant are included.Key words: product design, CAD, DFM, design prototype, design process, process selection

8:40 1999

2 Project Management

(Chapter 14)

Alton Illinois bridge

This segment follows the story of the building of the Alton, Illinois, super bridge across the Mississippi River and is based on a two-hour PBS documentary on the same subject. Highlights include descriptions of design, construction process, and even weather-related issues that project managers had to deal with in completing the project. Interviews with managers and contractors are included.Key words: project, work breakdown structure, project management scheduling, project materials/delay, PERT/CPM, Project cost, project crashing

12:52 1999

21


3

Valuation of Operations

(Chapter 2, 7, 8)

ABT Co.

This video describes manufacturing product and process changes made at ABTco, a U.S. and Canadian building products producer which led to a 300 percent increase in overall corporate value in just one year. Besides ‘rightsizing,’ ABT reallocated and expanded capacity, invested in new and improved technology, reduced inventory, and developed and added 50 new products to their offerings. Interviews with key managers and footage from plants in North Carolina and Michigan are included.Key words: Operations strategy and goals, rightsizing, incentives, process investment, improvement in operations, new product cycle/quality, value

11:47 1999

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1Manufacturing Quality Featuring

(Chapter 8)Honda

This segment takes viewers inside Honda American Manufacturing Inc. in Ohio where the company's very successful emphasis on quality through continuous improvement is showcased. The steps Honda takes to ensure quality in all stages of production and development of products is outlined and on site footage of team meetings, interviews, and examples are included.Key words: Quality: general, planning, training, standards, circle meetings, suppliers, associates.

12:42 2000

2

A Day in the Life of Quality

Featuring(Chapter 8)

Honda

This segment highlights the proactive approach to quality Honda takes in their Ohio plant producing Civics and Accords. A behind the scenes look into a daily quality meeting is shown and several examples of proactive quality problem prevention are illustrated.Key words: QAC meetings, defect prevention, proactive prevention, automation, teaching/suppliers.

9:08 2000

3Statistical Process Control

(Chapter 9)Honda

This segment illustrates Honda's use of statistical process control to monitor consistency and repeatability of processes. Control charts and reporting for a case study example are shown and described.Key words: SPC, data collection, Control charts, out of control

6:46 2000

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1JIT

(Chapter 4, 17)

McDonalds

This video describes market, production, and service issues that McDonald’s evaluated and considered in designing its new “Made For You” production system. Interviews with Claire Babrowski, Executive Vice President of World-Wide Restaurant Systems and Bob Marshall, Assistant Vice President of US Operations, as well as illustrations and demonstrations of the processes in the new JIT kitchen system are included. Key words: Speed Product variables, “Made for you” JIT System, JIT New system criteria, McDonald’s Process overview, Order system overview, process details.

12:03 2002

2 Made for You Process Implementat

ion(Chapter 4,

17)

McDonalds

This program describes the implementation and change over to the new McDonald’s “Made for You” System, a massive project completed in only 18 months. Claire Babrowski, Executive Vice President of World-Wide Restaurant Systems and Bob Marshall, Assistant Vice President of US Operations discuss local store and organizational issues they faced during the implementation process and how they dealt with them.Key words: Process characteristics comments on old system, process design requirements, new process implementation, conversion schedules, strategy/process change over, team, visual, system, database suppliers.

12:21 2002

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3Robotics and Technology(Chapter 6)

AAM & Genesis Systems Group

This segment features the manufacturing process design done by Genesis Systems Group, a maker of robotic manufacturing equipment. System criteria, customer demands, analysis, design specifications and simulations are used in developing a new automated robotic welding system for an auto industry supplier, American Axle and Manufacturing (AAM), a Genesis client.Key words: Robotic, Manufacturing systems design overview, Criteria Spec for Robotics system, Simulation/Robotics variation, Analysis/Assembly, System/Design/Decoupled Process, Robotic system design details, data/customer demands,

11:52 2002

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1Enterprise Resource Planning

(Chapter 16)

Hillerich & Bradsby

Hillerich and Bradsby maker of Louisville Slugger baseball equipment, as well as , over 300 different products in one manufacturing plant alone, had outgrown legacy operations management systems and so adopted an ERP system from SAP to integrate, centralize, streamline and better support their supply chain and customer service. This video features frank comments from owners Tom and John Hillerich along with interviews with plant managers and supervisors describing the implementation challenges, along with examples of their production processes. Key words: ERP overview, benefits, SAP/ERP choice, H&B Wood bats process, inventory and capacity, SAP application, testing, results.

13:24 2003

2 Service Design

(Chapter 5)

Hotel Monaco

Hotel Monaco in Chicago, a Kimpton Group property, is a boutique class Loop property, which competes for both business and leisure travel business by way of careful service design innovations matched to its market niche. This video provides an overview of all of Monaco's services and examples of how it distinguishes it’s “3 T's" of service from competitors. Staffing, 'experience' services, training, and the use of 'guestware' software; all illustrated along with interviews with managers.Key words: Hotel service overview, customer profile, service package, experience service, service personnel, service concierge, service staffing, capacity recovery.

10:13 2003

26


3 Queuing(Chapter 13)

Apropos Technology National Associatio

n of Realtors

The National Association of Realtors manages a Call Center named 'Information Central' for members, which provides a high variety of research and information services via 7500 calls and 2000 web inquiries per month. This video describes how the NAR staffs, manages, and delivers these services and how it handles queuing issues. Apropos Technology designs and sells call center management software which Info Central uses to prioritize and handle queuing and delivery of customized service-both 'e-service' and normal call queries. Key words: queues, service, information center, call center service capacity, prioritization/scheduling, service levels/goals, service support, software specs, e-services, future services, queuing.

10:40 2003

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4Manufacturin

g(Ch 4)

Louisville Slugger

Aluminum Bats

This video takes a tour of the high tech aluminum bat manufacturing plant of Hillerich & Bradsby in Ontario, California. H & B now make over 5,000 bats a day and over 300 different models in this plant. This video walks through the manufacturing process from start to finish showing each step and treatment. Key words: Process overview, manufacturing

6:55 2003

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Operations Managemen

t(Ch 5)

St. Alexius Medical Center

This program presents an overview and interviews describing the service specialization of St. Alexius, a Chicago based hospital, particularly their pediatrics and pediatric emergency systems. The Hospital utilizes Operations concepts to provide specialty care and emergency treatment for acute child patients. Key words: strategic planning, process analysis, layout design, quality and safety monitoring and tracking, capacity planning, work design, customer satisfaction, and staff training

17:07 2004

2 Process System

Improvement: Strategy

and Planning(Ch 9, 17)

Gortrac First of two parts, this segment describes Gortrac, a manufacturer of flexible tracks for housing cable and hoses in industrial applications, and the strategy it used to improve their process and system. A key component of the strategy was employee and team participation. Key words: inventory levels, quality, throughput, strategic planning, cross-functional teams, lean manufacturing, efficiency, process flow chart, new product development, work cells

12:11 2004

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3

Process System

Improvement:

Implementation

(Ch 9, 17)

Gortrac

This second of two segments describes and illustrates specific implementation accomplishments such as redesigned work cells, techniques used to reduce WIP and parts inventory, and several employee suggested kanbans and card systems to reduce waste and rework and increase productivity. In addition, Gortrac added a new product successfully earlier than called for in the company strategic goals. Key words: lean manufacturing, continuous improvement, efficiency, reorder point, kanbans, process map, productivity, waste reduction

10:17 2004

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Disney World

This video provides an overview of a variety of methods of managing and improving customer satisfaction by reducing waiting time and perceived waiting time in Disney theme parks worldwide. The concept, testing, implementation, and results of one 'Imagineering' initiative at Disney World--the innovative Fast Pass system is described and highlighted. Fast Pass reduced waiting time, increased 'rides per capita' a Disney management measure, and redistributed traffic flows, all leading to improved customer satisfaction at Disney World. Key words: queue, capacity, demand, customer satisfaction, waiting line reduction, virtual queues, forecasting, kiosks, staffing

9:45 2004

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What is Operations

Management?

(Ch 1)

McDonalds, Hillerich &Bradsby,

Disney, Honda,

etc.

This video provides an introductory survey of the applications of Operations management concepts in a wide variety of service and manufacturing industries. Brief examples from companies such as McDonalds, Hillerich and Bradsby, Disney, Honda and others are used to introduce students to the field of OM and its importance in companies. Key words: suppliers, continuous improvement, product and process design, supply chain, ERP, quality, efficiency, inventory, demand, service, queues, metrics, statistical process control, service design

13:57 2005

2 The Product Process Matrix

(Ch 3, 4)

BP, Honda,

Caterpillar, AED Vision

This segment presents the classic Hayes Wheelwright product process matrix, illustrating the concept of matching products with processes in manufacturing. The high volume standardized continuous processes of British Petroleum are contrasted with mass production at Honda, batch processes at Caterpillar, and the job shop of AED vision. Onsite footage and descriptions of the system process and capacity is included for all examples. Key words: process selection, variety, customization, volume, flexibility, continuous process, capacity, demand, assembly line, batch processing, job shop

14:10 2005

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3

The Service Matrix Design System(Ch 5)

Chase Bank

This video features Chase Bank to illustrate and provide the variety of customer contact systems used in service industries. Onsite examples and interviews are included describing the entire range of Chase Bank services, from the low contact methods such as mail, onsite technology and internet banking, all the way up to the highly customized and unique “Private Client Services” which Chase delivers to top end investment clients.Key words: degree of contact, sales opportunity, production efficiency, total customization

10:55 2005

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1Flexible

Manufacturing

Ford Chicago

Assembly Plant

This video describes and examines the new Ford Chicago Assembly plant which manufactures multiple models including the Ford 500. The CAP and the related Supplier Campus constitute the largest and newest facility in North America and flexibility has been built into the system which reduces model changeover times from 8 months to less than 1 month. Interviews and on site footage describe the planning and start up activities, the use of PLC robots and Geostations, common vehicle architecture and supplier coordination needed to achieve such flexibility.

14:40 20071

2Supplier

Relationships

(Ch 2, 10)

Ford’s CAP

Supplier Campus featuring

CY

In the Ford CAP Supplier campus the company partnered with Tier 1 suppliers to plan coordinated flows, reduce travel distance and time, and improve quality overall. SY is both a Tier 1 supplier of wiring systems for Ford but also a Tier 2 supplier to other Tier 1 suppliers in the CAP campus. The video features system overviews, on site footage and interviews with both SY and Ford managers describing how 77 items (versus 8 in other Ford plants) are sequenced into the Ford assembly system from suppliers Key words: supplier relationships, Just-in-Time, Cross tier suppliers

10:30 2007

1 Volume XII is available in October 2005.

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Total Supply Chain

Management

(Ch 10)

Ford

This video provides an overview of the Ford Supply chain as it has been improved at CAP, including interviews with Ford executives. In the CAP Ford used an 8 criteria ranking system to work with Suppliers and sub suppliers, and at the same time designated lead suppliers to coordinate and manage flow into the new plant. At the Chicago plant, inventory turns are double what they were at the previous Taurus plant, spare parts are only 3% of total campus inventory (versus 97% previously), and the ‘in line vehicle sequencing’ system keeps only 90 minutes of any supplier part within the plant. Key words: JIT delivery, supplier reduction

10:50 2007

4 Service Manufacturi

ng(Ch 5)

Levin BMW

Levin BMW sells and services BMW’s in Northwestern Indiana and this segment walks through their overall system. Topics discussed include their interaction with BMW, design and layout choices intended to delight customers, staffing and scheduling, and the Levin Dealership’s overall emphasis on customer satisfaction as a competitive strategy. Key words: customer service, layout, location, staffing

11:30 2007

35


5Global

Delivery Service(Ch 5)

DHL

DHL is the leading global delivery company servicing over 200 countries and generating over $50 billion in revenue annually. This video provides an overview and the metrics of their global network as well as on site interviews and illustrations from the Miami Gateway location. Their total system is illustrated step by step. DHL executives also describe strategic decisions such as the acquisition of Airborne, and service design innovations such as partnering with US and Canadian Customs. Key words: service strategy, integrated networks, metrics, scheduling, flexibility, service contact

12:45 2007

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Greenhouse Gas

Reduction Project(Ch 14)

BP

BP initiated a project to reduce greenhouse gas emissions in 1998 with a goal of completion by the year 2010. Their goal was to reduce total global emissions within the company to 10% below the levels of 1990. This video focuses on the process and approach of the western US operations and describes their prioritization, costs, and the results they achieved. BP achieved its corporate goal in 2001, 9 years ahead of schedule.

13:40 2007

37

Documents

IM_Preface (2).doc