Operations Management: Processes and Supply Chains, Global Edition
Höfundar: Lee J. Krajewski, Naresh K. Malhotra, Larry P. Ritzman
5.490 kr.
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For undergraduate and graduate course in operations management. A practical, easy-to-read text with a managerial approach tooperations management Operations Management: Processes and Supply Chains provides studentswith a comprehensive framework for addressing operational process and supplychain issues and uses a systemized approach while focusing on issues of currentinterest. The 13th Edition provides ample opportunities forstudents to experience the role of a manager with challenging problems, cases,a library of videos customized to the individual chapters, simulations,experiential exercises, and tightly integrated online resources.
Annað
- Höfundar: Lee J. Krajewski, Naresh K. Malhotra, Larry P. Ritzman
- Útgáfa:13
- Útgáfudagur: 2021-06-17
- Hægt að prenta út 2 bls.
- Hægt að afrita 2 bls.
- Format:Page Fidelity
- ISBN 13: 9781292409948
- Print ISBN: 9781292409863
- ISBN 10: 1292409940
Efnisyfirlit
- Title Page
- Copyright
- Dedication
- Brief Contents
- Contents
- Preface
- Acknowledgments
- About the Authors
- 1. Using Operations To Create Value
- Apple Inc.
- Role of Operations in an Organization
- Historical Evolution and Perspectives
- A Process View
- How Processes Work
- Nested Processes
- Service and Manufacturing Processes
- A Supply Chain View
- Core Processes
- Support Processes
- Supply Chain Processes
- Operations Strategy
- Corporate Strategy
- Market Analysis
- Competitive Priorities and Capabilities
- Managerial Practice 1.1 Zara
- Order Winners and Qualifiers
- Using Competitive Priorities: An Airline Example
- Identifying Gaps Between Competitive Priorities and Capabilities
- Trends and Challenges in Operations Management
- Productivity Improvement
- Global Competition
- Ethical, Workforce Diversity, and Environmental Issues
- Fourth Industrial Revolution (Industry 4.0)
- The Internet of Things
- Additive Manufacturing
- Developing Skills for Your Career
- Adding Value with Process Innovation
- Role of Operations in an Organization
- Apple Inc.
- Learning Objectives in Review
- Key Equations
- Key Terms
- Solved Problems
- Discussion Questions
- Problems
- Case Chad’s Creative Concepts
- Video Case Using Operations to Create Value at Crayola
- Break-Even Analysis
- Evaluating Services or Products
- Evaluating Processes
- Preference Matrix
- Decision Theory
- Decision Making Under Certainty
- Decision Making Under Uncertainty
- Decision Making Under Risk
- Decision Trees
- Learning Objectives in Review
- Key Equations
- Key Terms
- Solved Problems
- Problems
- 2. Process Strategy And Analysis
- CVS Pharmacy
- Process Structure in Services
- Customer-Contact Matrix
- Service Process Structuring
- Process Structure in Manufacturing
- Product-Process Matrix
- Manufacturing Process Structuring
- Production and Inventory Strategies
- Layout
- Process Strategy Decisions
- Customer Involvement
- Resource Flexibility
- Capital Intensity
- Strategic Fit
- Decision Patterns for Service Processes
- Decision Patterns for Manufacturing Processes
- Gaining Focus
- Managerial Practice 2.1 Plants-Within-a-Plant at Ford Camacari
- Strategies for Change
- Process Reengineering
- Process Improvement
- Managerial Challenge Marketing
- Process Analysis
- Defining, Measuring, and Analyzing the Process
- Flowcharts
- Work Measurement Techniques
- Process Charts
- Data Analysis Tools
- Redesigning and Managing Process Improvements
- Questioning and Brainstorming
- Benchmarking
- Implementing
- Process Structure in Services
- CVS Pharmacy
- Learning Objectives in Review
- Key Terms
- Solved Problems
- Discussion Questions
- Problems
- Active Model Exercise
- Case Custom Molds, Inc.
- Case José’s Authentic Mexican Restaurant
- Video Case Process Strategy and Analysis at Cleveland Clinic
- Lego
- Costs of Quality
- Prevention Costs
- Appraisal Costs
- Internal Failure Costs
- External Failure Costs
- Ethical Failure Costs
- Total Quality Management and Six Sigma
- Total Quality Management
- Managerial Practice 3.1 Improving Quality Through Employee Involvement at Santa Cruz Guitar Company
- Six Sigma
- Acceptance Sampling
- Managerial Challenge Accounting
- Statistical Process Control
- Variation of Outputs
- Control Charts
- Control Charts for Variables
- Control Charts for Attributes
- Process Capability
- Defining Process Capability
- Using Continuous Improvement to Determine the Capability of a Process
- International Quality Documentation Standards and Awards
- The ISO 9001:2015 Documentation Standards
- Malcolm Baldrige Performance Excellence Program
- Systems Approach to Total Quality Management
- Costs of Quality
- Learning Objectives in Review
- Key Equations
- Key Terms
- Solved Problems
- Discussion Questions
- Problems
- Active Model Exercise
- Experiential Learning 3.1 Statistical Process Control with a Coin Catapult
- Video Case Quality at Axon
- Nike, Inc.
- Continuous Improvement Using a Lean Systems Approach
- Managerial Challenge Finance
- Strategic Characteristics of Lean Systems
- Supply Chain Considerations in Lean Systems
- Process Considerations in Lean Systems
- Managerial Practice 4.1 Alcoa
- Toyota Production System
- Designing Lean System Layouts
- One Worker, Multiple Machines
- Group Technology
- The Kanban System
- General Operating Rules
- Determining the Number of Containers
- Other Kanban Signals
- Value Stream Mapping
- Current State Map
- Future State Map
- Operational Benefits and Implementation Issues
- Organizational Considerations
- Process Considerations
- Inventory and Scheduling
- Continuous Improvement Using a Lean Systems Approach
- 3M
- Planning Long-Term Capacity
- Measures of Capacity and Utilization
- Economies of Scale
- Diseconomies of Scale
- Capacity Timing and Sizing Strategies
- Sizing Capacity Cushions
- Timing and Sizing Expansion
- Linking Capacity and Other Decisions
- Managerial Challenge Operations
- A Systematic Approach to Long-Term Capacity Decisions
- Step 1: Estimate Capacity Requirements
- Step 2: Identify Gaps
- Step 3: Develop Alternatives
- Step 4: Evaluate the Alternatives
- Tools for Capacity Planning
- Managerial Practice 5.1 Capacity Planning at PacifiCorp
- Waiting-Line Models
- Simulation
- Decision Trees
- Planning Long-Term Capacity
- Structure of Waiting-Line Problems
- Customer Population
- The Service System
- Priority Rule
- Probability Distributions
- Arrival Distribution
- Service Time Distribution
- Using Waiting-Line Models to Analyze Operations
- Single-Server Model
- Multiple-Server Model
- Little’s Law
- Finite-Source Model
- Waiting Lines and Simulation
- SimQuick
- Decision Areas for Management
- Learning Objectives in Review
- Key Equations
- Key Terms
- Solved Problem
- Problems
- Microsoft Corporation
- Managerial Challenge Marketing
- The Theory of Constraints
- Key Principles of the TOC
- Managing Bottlenecks in Service Processes
- Managing Bottlenecks in Manufacturing Processes
- Identifying Bottlenecks
- Relieving Bottlenecks
- Managerial Practice 6.1 Theory of Constraints (TOC) and Drum-Buffer-Rope (DBR) at Steelo Limited
- Applying the Theory of Constraints to Product Mix Decisions
- Managing Constraints in Line Processes
- Line Balancing
- Rebalancing the Assembly Line
- Managerial Considerations
- Burj Khalifa
- Defining and Organizing Projects
- Defining the Scope and Objectives of a Project
- Selecting the Project Manager and Team
- Recognizing Organizational Structure
- Managerial Challenge Marketing
- Constructing Project Networks
- Defining the Work Breakdown Structure
- Diagramming the Network
- Managerial Practice 7.1 Cleveland Clinic
- Developing the Project Schedule
- Critical Path
- Project Schedule
- Activity Slack
- Analyzing Cost–Time Trade-Offs
- Cost to Crash
- Minimizing Costs
- Assessing and Analyzing Risks
- Risk-Management Plans
- Statistical Analysis
- Analyzing Probabilities
- Near-Critical Paths
- Risk Caused by Changing Requirements: Scrum
- Monitoring and Controlling Projects
- Monitoring Project Status
- Monitoring Project Resources
- Controlling Projects
- Defining and Organizing Projects
- 8. Forecasting
- Starbucks
- Managing Demand
- Demand Patterns
- Demand Management Options
- Key Decisions on Making Forecasts
- Deciding What to Forecast
- Choosing the Type of Forecasting Technique
- Managerial Challenge Information Technology
- Forecast Error
- Cumulative Sum of Forecast Errors
- Dispersion of Forecast Errors
- Mean Absolute Percent Error
- Computer Support
- Judgment Methods
- Causal Methods: Linear Regression
- Time-Series Methods
- Naïve Forecast
- Horizontal Patterns: Estimating the Average
- Trend Patterns: Using Regression
- Seasonal Patterns: Using Seasonal Factors
- Criteria for Selecting Time-Series Methods
- Big Data and the Forecasting Process
- Big Data
- Managerial Practice 8.1 Big Data and Health Care Forecasting
- A Typical Forecasting Process
- Managing Demand
- Starbucks
- Learning Objectives in Review
- Key Equations
- Key Terms
- Solved Problems
- Discussion Questions
- Problems
- Experiential Learning 8.1 Forecasting a Vital Energy Statistic
- Case Yankee Fork and Hoe Company
- Video Case Forecasting and Supply Chain Management at Deckers Outdoor Corporation
- Ford’s Smart Inventory Management System (SIMS)
- Inventory Trade-Offs
- Pressures for Small Inventories
- Pressures for Large Inventories
- Managerial Challenge Finance
- Types of Inventory
- Accounting Inventories
- Operational Inventories
- Inventory Reduction Tactics
- Cycle Inventory
- Safety Stock Inventory
- Anticipation Inventory
- Pipeline Inventory
- ABC Analysis
- Economic Order Quantity
- Calculating the EOQ
- Managerial Insights from the EOQ
- Continuous Review System
- Selecting the Reorder Point When Demand and Lead Time Are Constant
- Selecting the Reorder Point When Demand Is Variable and Lead Time Is Constant
- Selecting the Reorder Point When Both Demand and Lead Time Are Variable
- Systems Based on the Q System
- Calculating Total Q System Costs
- Advantages of the Q System
- Periodic Review System
- Selecting the Time Between Reviews
- Selecting the Target Inventory Level When Demand Is Variable and Lead Time Is Constant
- Selecting the Target Inventory Level When Demand and Lead Time Are Variable
- Calculating Total P System Costs
- Advantages of the P System
- Systems Based on the P System
- Managerial Practice 9.1 Inventory Management at IKEA
- Inventory Trade-Offs
- Noninstantaneous Replenishment
- Quantity Discounts
- One-Period Decisions
- Learning Objectives in Review
- Key Equations
- Key Term
- Solved Problems
- Problems
- Cooper Tire and Rubber Company
- Levels in Operations Planning and Scheduling
- Level 1: Sales and Operations Planning
- Level 2: Resource Planning
- Level 3: Scheduling
- S&OP Supply Options
- Managerial Challenge Human Resources
- S&OP Strategies
- Chase Strategy
- Level Strategy
- Constraints and Costs
- Sales and Operations Planning as a Process
- Spreadsheets for Sales and Operations Planning
- Spreadsheets for a Manufacturer
- Spreadsheets for a Service Provider
- Workforce and Workstation Scheduling
- Workforce Scheduling
- Managerial Practice 10.1 Scheduling Major League Baseball Umpires
- Job and Facility Scheduling
- Sequencing Jobs at a Workstation
- Software Support
- Levels in Operations Planning and Scheduling
- Characteristics of Linear Programming Models
- Formulating a Linear Programming Model
- Graphic Analysis
- Plot the Constraints
- Identify the Feasible Region
- Plot the Objective Function Line
- Find the Visual Solution
- Find the Algebraic Solution
- Slack and Surplus Variables
- Sensitivity Analysis
- Computer Analysis
- Simplex Method
- Computer Output
- The Transportation Method
- Transportation Method for Sales and Operations Planning
- Learning Objectives in Review
- Key Terms
- Solved Problems
- Discussion Questions
- Problems
- Philips
- Material Requirements Planning
- Dependent Demand
- Managerial Challenge Operations
- Master Production Scheduling
- Developing a Master Production Schedule
- Available-to-Promise Quantities
- Freezing the MPS
- Reconciling the MPS with Sales and Operations Plans
- MRP Explosion
- Bill of Materials
- Inventory Record
- Planning Factors
- Outputs from MRP
- MRP and the Environment
- MRP, Core Processes, and Supply Chain Linkages
- Enterprise Resource Planning
- How ERP Systems Are Designed
- Managerial Practice 11.1 ERP Implementation at Valle del Lili Foundation
- Resource Planning for Service Providers
- Dependent Demand for Services
- Bill of Resources
- Material Requirements Planning
- 12. Supply Chain Design
- Amazon.com
- Creating an Effective Supply Chain
- Managerial Challenge Operations
- Measuring Supply Chain Performance
- Inventory Measures
- Financial Measures
- Strategic Options for Supply Chain Design
- Efficient Supply Chains
- Responsive Supply Chains
- Designs for Efficient and Responsive Supply Chains
- Autonomous Supply Chains
- Mass Customization
- Competitive Advantages
- Supply Chain Design for Mass Customization
- Outsourcing Processes
- Managerial Practice 12.1 Outsourcing in the Food Delivery Business
- Outsourcing and Globalization
- Vertical Integration
- Make-or-Buy Decisions
- Creating an Effective Supply Chain
- Amazon.com
- Learning Objectives in Review
- Key Equations
- Key Terms
- Solved Problem
- Discussion Questions
- Problems
- Experiential Learning 12.1 Sonic Distributors
- Case Brunswick Distribution, Inc.
- Video Case Supply Chain Design at Crayola
- Airbus SAS
- Factors Affecting Location Decisions
- Dominant Factors in Manufacturing
- Dominant Factors in Services
- Managerial Challenge Human Resources
- Load–Distance Method
- Distance Measures
- Calculating a Load–Distance Score
- Center of Gravity
- Break-Even Analysis
- Transportation Method
- Setting Up the Initial Tableau
- Dummy Plants or Warehouses
- Finding a Solution
- Geographical Information Systems
- Using a GIS
- Managerial Practice 13.1 Fast-Food Site Selection Using GIS
- The GIS Method for Locating Multiple Facilities
- Warehouse Strategy in Logistics Networks
- Inventory Placement
- Autonomous Warehouse Operations
- A Systematic Location Selection Process
- Factors Affecting Location Decisions
- Learning Objectives in Review
- Key Equations
- Key Terms
- Solved Problems
- Discussion Questions
- Problems
- Active Model Exercise
- Case R.U. Reddie for Location
- Video Case Continental Tire: Pursuing a Winning Plant Decision
- Oasis of the Seas
- Supply Chain Disruptions
- Causes of Supply Chain Disruptions
- Supply Chain Dynamics
- Integrated Supply Chains
- Managerial Challenge Information Technology
- Supply Chain Risk Management
- Operational Risks
- Managerial Practice 14.1 Coronavirus and the Supply Chain: Where Is the Toilet Paper?
- Financial Risks
- Security Risks
- Cloud Computing and Blockchains
- Cloud Computing
- Blockchains
- New Service or Product Development Process
- Design
- Analysis
- Development
- Full Launch
- Supplier Relationship Process
- Sourcing
- Design Collaboration
- Negotiation
- Buying
- Vendor-Managed Inventories
- Key Performance Measures for the Supplier Relationship Process
- Order Fulfillment Process
- Customer Demand Planning
- Supply Planning
- Production
- Logistics
- Key Performance Measures for the Order Fulfillment Process
- Customer Relationship Process
- Marketing
- Order Placement
- Customer Service
- Key Performance Measures for the Customer Relationship Process
- Supply Chain Disruptions
- Coca-Cola
- The Three Elements of Supply Chain Sustainability
- Reverse Logistics
- Supply Chain Design for Reverse Logistics
- Managerial Challenge Operations and Logistics
- Energy Efficiency
- Transportation Distance
- Freight Density
- Transportation Mode
- Disaster Relief Supply Chains
- Organizing for Disaster Relief
- Managing Disaster Relief Operations
- Managerial Practice 15.1 Using Drones in Disaster Relief
- Supply Chain Ethics
- Buyer–Supplier Relationships
- Facility Location
- Inventory Management
- Managing Sustainable Supply Chains
- Learning Objectives in Review
- Key Equation
- Key Terms
- Solved Problems
- Discussion Questions
- Problems
- Video Case Supply Chain Sustainability at Clif Bar & Company
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- Gerð : 208
- Höfundur : 8383
- Útgáfuár : 2018
- Leyfi : 380
