Operations Management ch2 - Solution to End of Chapter 2...

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2 Solution to End of Chapter 2 Problems Operations Strategy in a Global Environment D ISCUSSION Q UESTIONS 1. Global seems the better label for Boeing since authority and responsibility reside in the U.S.—the home country. 2. Six reasons to internationalize: Reduce costs, improve supply chain, provide better goods and services, attract new markets, learn to improve operations, attract and retain global talent. 3. No. Sweetness at Coca-Cola is adjusted for the tastes of indi- vidual countries. 4. A mission is an organization’s purpose—what good or service it will contribute to society. 5. Strategy is an organization’s action plan—how it is going to achieve its purpose. 6. A mission specifies where the organization is going and a Strategy specifies how it is going to get there. 7. The answer to this question will depend on the establish- ment studied, but should probably include some of the following considerations: The mission: diagnose automobile problems and make the neces- sary repair at a fair price for the local customer. Points to consider, or options, within the 10 decision areas are: Decision : Option : Product Repair work of American and/or foreign vehicles; specialized (tune-ups, lubrication, wheel alignment, etc.) versus general repair; frame and body repair versus engine and power train repair; repair and maintenance only, versus repair, maintenance, and sales of fuel; professional staffing versus rental of tools and space for do-it-yourself repair work Quality Appropriate level of quality; warranty; method of measuring and maintaining quality (customer complaints, inspection by supervising mechanic, etc.) Process Use of general versus special purpose diag- nostic and repair equipment (in particular, the degree to which computer controlled diagnostic equipment is employed) Location In-town, shopping mall, highway Layout Single bay/multibay; general-purpose bay versus special-purpose bay (lubrication/tire repairs and installation/wheel alignment/engine and power train repair, etc.) Human resources Employment of certified versus noncertified repair persons; employment of specialists versus general mechanics Supply Chain Choice of supplier(s) for both general and original manufacturer parts and supplies Scheduling Hours of operation (8:00 A . M .–5:00 P . M .; 24-hour towing; weekends/holidays), repairs versus motor vehicle safety inspections, etc.; service by appointment versus walk-in (or drive-up) service Inventory Quantity and variety of repair parts (fan belts, filters, mufflers, headlights, etc.) to stock; whether to stock generic or original manu- facturer parts
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This note was uploaded on 11/15/2009 for the course OP 5202 taught by Professor Shayan during the Fall '09 term at Kazakhstan Institute of Management, Economics and Strategic Research.

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Operations Management ch2 - Solution to End of Chapter 2...

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