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Library | Item Barcode | Call Number | Material Type | Item Category 1 | Status |
---|---|---|---|---|---|
Searching... | 30000000429757 | TS155.K72 1987 | Open Access Book | Book | Searching... |
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Summary
Summary
This highly respected book presents strategic and managerial issues in order to emphasize that the decisions made by operations managers should be consistent with a corporate strategy shared by managers in all functional areas. It presents the operations tools and techniques for solving problems in the context of achieving a firm's overall goals and strategies, and provides a balanced treatment of manufacturing and services throughout. The book blends the latest in strategic issues with proven analytic techniques, and offers a wealth of interesting examples to engage readers and bring Operations Management to life. This sixth addition adds an increased emphasis on processes , to provide linkage between operational issues, as well as new problem-solving software and a website with innovative Internet resources. Other coverage includes operations as a competitive weapon, operations strategy, managing technology, total quality management, statistical process control, capacity, location, layout, supply-chain management, forecasting, inventory management, aggregate planning, resource planning, lean systems, and scheduling. For operations managers in a variety of fields.
Table of Contents
1 Operations as a Competitive Weapon |
What Is a Process? What Is Operations Management? Manufacturing and Services: Differences and Similarities |
Managerial Practice |
1.1 Manufacturers Do Not Just Offer Products |
Trends in Operations Management |
Operations Management Across the Organization |
Managerial Practice |
1.2 Meeting the Competitive Challenge |
Case: Chad''s Creative Concepts |
I Strategic Choices |
2 Operations Strategy |
Corporate Strategy |
Market Analysis |
Competitive Priorities |
Managerial Practice |
2.1 Using Operations for Profit at Costco |
Managerial Practice |
2.2 High-Performance Design in the Clothing Industry |
Managerial Practice |
2.3 Marshfield Door Systems Uses E-Commerce to Make Door Customization Profitable |
Services Strategy |
Manufacturing Strategies |
Mass Customization |
Operations Strategy as a Pattern of Decisions |
Touring a Service Facility: Lower Florida Keys Health System |
The Big Picture: Layout and Customer Flow at LFKHS |
Touring a Manufacturing Facility: Chaparral Steel |
The Big Picture: Bar Mill Process at Chaparral Steel |
Differences between LFKHS and Chaparral Steel |
Operations Strategy Across the Organization |
Case: BSB, Inc.: The Pizza Wars Come to Campus |
Experiential Learning: Min-Yo Garment Company |
Supplement A: Decision Making |
II Process |
3 Process Management |
What Is Process Management? Managerial Practice |
3.1 Changing the Product Design Process a Netscape |
Major Process Decisions |
The Big Picture: Process Choice at King Soopers Bakery |
Managerial Practice |
3.2 Choosing the Right Amount of Vertical Integration |
Designing Processes |
Managerial Practice |
3.3 Benchmarking to Improve Marketing Processes |
Process Management Across the Organization |
Managerial Practice |
3.4 Process Improvement at Work |
Simulation Exercise |
Case: Custom Molds, Inc |
4 Managing Project Processes |
Defining and Organizing Projects |
Planning Projects |
Managerial Practice |
4.1 Project Delays are Costly for Amtrak and Its Suppliers |
The Big Picture: Coors Field Baseball Stadium Project |
Monitoring and Controlling Projects |
Managing Project Processes Across the Organization |
Simulation Exercises |
Case: The Pert Studebaker |
5 Managing Technology |
The Meaning and Role of Technology |
Managerial Practice |
5.1 Product, Process, and Information Technologies at the New York Stock Exchange |
Information Technology |
E-Commerce |
Managerial Practice |
5.2 Web-Based Financial Services With Clicks and Mortar |
Managerial Practice |
5.3 Internet Builder Cisco Uses Internet to Buy, Sell, and Hire |
Enterprise Resource Planning |
Managerial Practice |
5.4 Implementing ERP at ATOFINA Chemicals, Inc |
Creating and Applying Technology |
Technology Strategy |
Managerial Practice |
5.5 Technological Choice and the Environment |
Implementation Guidelines |
Managing Technology Across the Organization |
Supplement B: Computer-Integrated Manufacturing |
III Quality |
6 Total Quality Management |
Quality: A Management Philosophy |
The Costs of Poor Quality |
Managerial Practice |
6.1 Measures of Quality in Medical Care are Difficult to Quantify |
Employee Involvement |
Continuous Improvement |
Improving Quality Through TQM |
Managerial Practice |
6.2 TQM and Concurrent Engineering at Teradyne |
Malcolm Baldrige National Quality Award |
International Quality Documentation |
Tqm Across the Organization |
Case: Cranston Nissan |
Case: Jose''s Authentic Mexican Restaurant |
7 Statistical Process Control |
Sources of Variation |
The Inspection Process |
Managerial Practice |
7.1 Quality Measures in Health Care |
Statistical Process Control Methods |
Process Capability |
Managerial Practice |
7.2 Process Capability Study at Ross Products |
Statistical Process Control Across the Organization |
Simulation Exercises |
Experiential Learning: Statistical Process Control with a Coin Catapult |
IV Capacity, Location, and Layout |
8 Capacity |
Capacity Planning |
Managerial Practice |
8.1 The Agony of Too Much-and Too Little Capacity |
Managerial Practice |
8.2 Use of the Theory of Constraints at Dixie Iron Works |
Managerial Practice |
8.3 Economies of Scale at Work |
A Systematic Approach to Capacity Decisions |
Tools for Capacity Planning |
Managing Capacity Across the Organization |
Simulation Exercises |
Case: Fitness Plus, Part A |
Supplement C: Waiting Lines |
Supplement D: Simulation |
9 Location |
The Globalization and Geographic Dispersion of Operations |
Managerial Practice |
9.1 Managerial Challenges at the Radisson Slavjanskaya |
Factors Affecting Location Decisions |
Managerial Practice |
9.2 Location Factors for Call Centers |
Managerial Practice |
9.3 Marble Baths vs |
Barbecue for Casino Locations |
Locating a Single Facility |
Locating a Facility Within a Network of Facilities |
Managing Location Across the Organization |
Case: Imaginative Toys |
10 Layout |
What Is Layout Planning? Strategic Issues |
Managerial Practice |
10.1 Retailers Match Layouts to Strategies |
Creating Hybrid Layouts |
Designing Process Layouts |
Managerial Practice |
10.2 Warehouse Layouts and E-Commerce |
Managerial Practice |
10.3 Telecommuting at Pacific Bell |
Designing Product Layouts |
Managing Layout Across the Organization |
Case: Hightec, Inc |
Case: The Pizza Connection |
V Operations Decisions |
11 Supply-Chain Management |
Overview of Supply-Chain Management |
Managerial Practice |
11.1 Supply-Chain Management at Arizona Public Service |
Managing the Customer Interface |
Managerial Practice |
11.2 Behavioral Considerations in Designing the Order-Placement Process at Mercury Managerial Practice |
Managerial Practice |
11.3 Continuous Replenishment at the Campbell Soup Company |
Managing the Supplier Interface |
Managerial Practice |
11.4 E-Purchasing At SairGroup |
Measures of Supply-Chain Performance |
Supply-Chain Links to Operations Strategy |
Managerial Practice |
11.5 Improving Efficient Supply Chains Through Modularization |
Supply-Chain Dynamics |
Supply-Chain Software |
Supply-Chain Management Across the Organization |
Simulation Exercises |
Case: Wolf Motors |
Experiential Learning: Sonic Distributors |
12 Forecasting |
Demand Characteristics |
Designing the Forecasting System |
Managerial Practice |
12.1 Wal-Mart Uses the Internet to Improve Forecast Performance |
Judgment Methods |
Causal Methods: Linear Regression |
Time-Series Methods |
Choosing a Time-Series Method |
Using Multiple Techniques |
Forecasting Across the Organization |
Case: Yankee Fork and Hoe Company |
13 Inventory Management |