Operations Management. An Integrated Approach. 5th Edition International Student Version

  • ID: 2488435
  • Book
  • Region: Global
  • 680 Pages
  • John Wiley and Sons Ltd
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The 5th edition of Operations Management continues to incorporate more of a business/qualitative focus with less emphasis on a quantitative presentation to OM. This new edition is focused on offering more problem solving hints and tips as part of the solution to most examples and solved problems throughout the book.

New content changes include an increased coverage of sustainability. Each chapter has a new section that features information on how sustainability is impacting the topic of that chapter. There is a new second virtual case on Healthcare and operations management. More coverage of technology and technology examples via operations and supply chain management as well as many new/current examples such as JIT and how the automotive industry/supply chain was disrupted from the Japan earthquake.

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Chapter 1. Basics of Operations Management.

What Is Operations Management?

Differences between Manufacturing and Service Organizations.

Operations Management Decisions.

Plan of This Book.

Historical Development.

Today s OM Environment.

Operations Management in Practice.

Chapter 2. Strategy and Productivity.

The Role of Operations Strategy.

Developing a Business Strategy.

Developing an Operations Strategy.

Strategic Role of Technology.

Productivity.

Chapter 3. Product and Process Design.

Product Design.

The Product Design Process.

Factors Impacting Product Design.

Process Selection.

Designing Processes.

Process Performance Metrics.

Linking Product Design and Process Selection.

Technology Decisions.

Designing Services.

Chapter 4. Global Supply Chain Management.

What Is a Supply Chain?

Components of a Supply Chain for a Manufacturer.

The Bullwhip Effect.

Supply Chains for Service Organizations.

Major Issues Affecting Supply Chain Management.

The Role of Purchasing.

Sourcing Issues.

Supply Chain Distribution.

Implementing Supply Chain Management.

Supply Chain Performance Metrics.

Trends in Supply Chain Management.

Chapter 5. Managing Quality.

Defining Quality.

Cost of Quality.

The Evolution of Total Quality Management (TQM).

The Philosophy of TQM.

Quality Awards and Standards.

Why TQM Efforts Fail.

Chapter 6. Quality Control and Six Sigma.

What Is Statistical Quality Control?

Sources of Variation: Common and Assignable Causes.

Descriptive Statistics.

Statistical Process Control Methods.

Control Charts for Variables.

Control Charts for Attributes.

Process Capability.

Six Sigma Quality.

Acceptance Sampling.

Implication for Managers.

Statistical Quality Control in Services.

Chapter 7. Lean Systems.

The Philosophy of JIT.

Elements of JIT.

Just–in–time Manufacturing.

Total Quality Management.

Respect for People.

Benefits for JIT.

Implementing JIT.

JIT in Services.

Chapter 8. Forecasting and Demand Planning.

Principles of Forecasting.

Steps in the Forecasting Process.

Types of Forecasting Methods.

Time Series Models.

Causal Models.

Measuring Forecast Accuracy.

Selecting the Right Forecasting Model.

Forecasting Software.

Focus Forecasting.

Combining Forecasts.

Collaborative Planning, Forecasting, and Replenishment (CPER).

Chapter 9. Capacity and Location Decisions.

Capacity Planning.

Making Capacity Planning Decisions.

Decision Trees.

Location Analysis.

Making Location Decisions.

Chapter 10. Layout Planning.

What Is Layout Planning?

Types of Layouts.

Designing Process Layouts.

Special Cases of Process Layouts.

Group Technology (Cell) Layouts.

Chapter 11. Job Design and Work Measurement.

Designing a Work System.

Job Design.

Methods Analysis.

The Work Environment.

Work Measurement.

Setting Standard Times.

Compensation.

Learning Curves.

Chapter 12. Inventory Management Policies.

Types of Inventory.

How Companies Use Their Inventory.

Objectives of Inventory Management.

Relevant Inventory Costs.

ABC Inventory Record Accuracy.

Inventory in Service Organizations.

Determining Order Quantities .

Mathematical Models for Determining Order Quantity.

Why Companies Don t Always Use the Optimal Order Quantity.

Justifying Smaller Order Quantities.

Determining Safety Stock Levels.

Periodic Review System.

The Single–Period Inventory Model.

Chapter 13. Sales and Operations Planning.

The Role of Aggregate Planning.

Types of Aggregate Plans.

Aggregate Planning Options.

Evaluating the Current Situation.

Developing the Aggregate Plan.

Chapter 14. Materials Planning.

Enterprise Resource Planning.

The Evolution of ERP.

The Benefits of ERP.

The Cost of ERP Systems.

Material Planning Systems.

An Overview of MRP.

Types of Demand.

Objectives of MRP.

MRP Inputs.

The MRP Explosion Process.

Action Notices.

Comparison of Lot Size Rules.

The Role of Capacity Requirements Planning (CRP).

Chapter 15. Operations Scheduling.

Scheduling Operations.

High–Volume Operations.

Low–Volume Operations.

Scheduling Work.

How to Sequence Jobs.

Measuring Performance.

Comparing Priority Rules.

Sequencing Jobs through Two Work Centers.

Scheduling Bottlenecks.

Theory of Constraints.

Scheduling for Service Organizations.

Developing a Workforce Schedule.

Chapter 16. PERT, CPM, and Critical Chain.

Project Life Cycle.

Network Planning Techniques.

Estimating the Probability of Completion Dates.

Reducing Project Completion Time.

The Critical Chain Approach.

Appendix A: Solutions to Odd–Numbered Problems.

Appendix B: The Standard Normal Distribution.

Appendix C: P–Chart.

Company Index.

Subject Index.

Supplement A Spreadsheet Modeling: An Introduction.

Supplement B: Introduction to Optimization.

Supplement C: Waiting Line Models.

Supplement D: Master Scheduling and Rough–Cut Capacity Planning.

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R. Dan Reid
Nada R. Sanders
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