Operations Management In The Supply Chain: Decisions And Cases / Edition 6 available in Paperback
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Operations Management In The Supply Chain: Decisions And Cases / Edition 6
- ISBN-10:
- 0073525243
- ISBN-13:
- 9780073525242
- Pub. Date:
- 12/14/2012
- Publisher:
- McGraw-Hill Higher Education
- ISBN-10:
- 0073525243
- ISBN-13:
- 9780073525242
- Pub. Date:
- 12/14/2012
- Publisher:
- McGraw-Hill Higher Education
![Operations Management In The Supply Chain: Decisions And Cases / Edition 6](http://img.images-bn.com/static/redesign/srcs/images/grey-box.png?v11.12.6)
Operations Management In The Supply Chain: Decisions And Cases / Edition 6
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Overview
Operations Management in the Supply Chain: Decisions and Cases is an ideal book for the instructor seeking a short text with cases. This book employs a cross-functional perspective that emphasizes strategy and critical thinking, appealing to non-majors and practical for use in an MBA level or undergraduate course in operations management. The size and focus of the book also make the text attractive for the cross-functional curriculum where students are required to purchase more than one text. The sixteen cases offer variety in length and rigor; and several are from Ivey, Stanford, and Darden. This mix makes the book appropriate for both undergraduates and MBA students.
Product Details
ISBN-13: | 9780073525242 |
---|---|
Publisher: | McGraw-Hill Higher Education |
Publication date: | 12/14/2012 |
Edition description: | List |
Pages: | 576 |
Product dimensions: | 7.90(w) x 10.00(h) x 1.00(d) |
Age Range: | 18 Years |
About the Author
Susan Meyer Goldstein is Associate Professor in the Supply Chain and Operations Department at the Curtis L. Carlson School of Management, University of Minnesota. She earned a B.S. degree in Genetics and Cell Biology and an M.B.A. at the University of Minnesota and worked in the health care industry for several years. She later obtained a Ph.D. in operations management from Fisher College of Business at The Ohio State University. She has served on the faculty at the University of Minnesota since 1998 and was a Visiting Professor at the Olin Business School at Washington University in St. Louis for two years. Her current research investigates the link between service process design and process performance, and she is currently working with a Minnesota hospital that has been achieving one of the lowest heart attack mortality rates in the United States. She is also interested in issues related to aging service workers, operations strategy, and service quality. Her research has been published in Decision Sciences, Journal of Operations Management, and Production and Operations Management, among others. She is Associate Editor at Journal of Operations Management, Decision Science Journal, Quality Management Journal, and Service Industries Journal and serves on the editorial boards of many operations and service journals. She is the recipient of several research awards and research grants, and received the 2011 Carlson School of Management Teaching Award.
Donaldson Chair in Operations Management at the Curtis L. Carlson School of Management, University of Minnesota. He is also the Co-Director of the Juran Center for Leadership in Quality and has earned an appointment as a Distinguished Teaching Professor. He received the B.S. degree in Industrial Engineering with high distinction from the University of Minnesota, MSIE University of Minnesota and Ph.D. from Northwestern University. Prior to joining the University of Minnesota, he taught at the U.S. Naval Postgraduate School, Monterey, California, and was an analyst for the office of the Assistant Secretary of Defense. Professor Schroeder has received research grants from the Ford Foundation, American Production and Inventory Control Society, Exxon Education Foundation and the National Science Foundation. He is a recipient of the Morse Award for outstanding teaching at the University of Minnesota.
M. Johnny Rungtusanatham is Professor of Management Sciences at the Fisher College of Business, The Ohio State University. He has held faculty positions at the University of Minnesota Twin Cities, Arizona State University, and the University of WisconsinMadison. He is an award-winning faculty member in both teaching and research, having been selected in 2000 to be the first recipient of the John Teets Outstanding Graduate Professor Award from the W. P. Carey School of Business and, in the same year, having received the distinction of Foreign Professor of High Qualification from the Università di Padova, Italy. His co-authors and he also have won three best paper awards. His research has appeared in a number of prestigious academic and practitioner journals, including the Academy of Management Review, Decision Sciences, Journal of Operations Management, Production and Operations Management, and Sloan Management Review, among others. He is the Co-Department Editor, Operations Strategy & Flexibility, Production and Operations Management and an Associate Editor for Decision Sciences, Journal of Operations Management, Journal of Business Logistics, and Journal of Supply Chain Management. He has served or is serving on the Board of Directors of the Decision Sciences Institute and the APICS Educational & Research Foundation. While at Arizona State University, he founded and directed the W. P. Carey MBA–Online Program. He has conducted research with, consulted with, and provided executive training for Arizona Public Services, Chevron
Corporation
Deere & Company, e-Bags.com, E-Source, Honeywell, Intel, LG Electronics, Medtronics, ON Semiconductor, Phelps Dodge, Seaquist Closures, United Technologies, and Zytec.Table of Contents
About the Authors vi
Preface viii
Part 1 Introduction 1
Chapter 1 The Operations Function 2
1.1 Why Study Operations Management? 3
1.2 Definition of Operations Management and Supply Chains 4
1.3 Decisions at Pizza U.S.A. 7
1.4 Operations Decisions-A Framework with Contingencies 9
1.5 Cross-Functional Decision Making 11
1.6 Operations as a Process 12
1.7 Contemporary Operations Themes 15
Services and Manufacturing 15
Customer-Directed Operations 15
Lean 15
Integration of Operations with Other Functions 15
Environmental Concerns and Sustainability 16
Supply Chain Management 16
Globalization of Operations 16
1.8 Key Points and Terms 18
Student Internet Exercises 19
Discussion Questions 19
Selected Bibliography 20
Chapter 2 Operations and Supply Chain Strategy 21
2.1 McDonald's Operations Strategy 22
2.2 Operations Strategy Model 24
Corporate and Business Strategy 25
Operations Mission 26
Operations Objectives 26
Strategic Decisions 27
Distinctive Competence 28
2.3 Emphasis on Operations Objectives 29
2.4 linking Strategies: Operations Strategic Decisions 31
2.5 Competitive Advantage through Operations 33
2.6 Global Scope of Operations and Supply Chains 34
2.7 Supply Chain Strategy 35
2.8 Environment and Sustainable Operations 37
2.9 Key Points and Terms 38
Student Internet Exercises 40
Discussion Questions 40
Selected Bibliography 41
Chapter 3 Product Design 42
3.1 Strategies for New-Product Introduction 43
3.2 New-Product Development Process 44
Concept Development 45
Product Design 45
Pilot Production/Testing 46
3.3 Cross-Functional Product Design 47
3.4 Supply Chain Collaboration 48
3.5 Quality Function Deployment 50
Customer Attributes 50
Engineering Characteristics 52
3.6 Value Analysis 54
3.7 Modular Design 56
3.8 Key Points and Terms 57
Student Internet Exercises 58
Discussion Questions 59
Selected Bibliography 59
Part 2 Process Design 61
Chapter 4 Process Selection 62
4.1 Product-Flow Characteristics 63
4.2 Approaches to Order Fulfillment 68
4.3 Process Selection Decisions 72
4.4 Product-Process Strategy 74
4.5 Focused Operations 76
4.6 Mass Customization 77
4.7 Environmental Concerns 79
4.8 Cross-Functional Decision Making 81
4.9 Key Points and Terms 82
Student Internet Exercises 83
Discussion Questions 84
Selected Bibliography 85
Chapter 5 Service Delivery System Design 86
5.1 Defining Service 88
5.2 Service-Product Bundle 89
5.3 Service Delivery System Matrix 91
5.4 Customer Contact 94
5.5 Service Recovery and Guarantees 96
5.6 Globalization of Services 99
5.7 Employees and Service 102
5.8 Key Points and Terms 105
Student Internet Exercises 107
Discussion Questions 107
Selected Bibliography 108
Chapter 6 Process-Flow Analysis 110
6.1 Process Thinking 111
6.2 The Process View of Business 112
6.3 Process Flowcharting 114
6.4 Process-Flow Analysis as Asking Questions 119
6.5 Measuring Process Flows 121
6.6 Measuring Process Flows at Pizza U.S.A. 123
6.7 Process Redesign 125
6.8 Key Points and Terms 128
Student Internet Exercises 129
Solved Problems 129
Discussion Questions 131
Problems 131
Selected Bibliography 133
Chapter 7 Lean Thinking and Lean Systems 134
7.1 Evolution of Lean 135
7.2 Lean Tenets 137
7.3 Stabilizing the Master Schedule 142
7.4 Controlling Flow with the Kanban System 143
7.5 Reducing Setup Time and Lot Sizes 147
7.6 Changing Layout and Maintaining Equipment 148
7.7 Cross-Training, Rewarding, and Engaging Workers 149
7.8 Guaranteeing Quality 150
7.9 Changing Relationships with Suppliers 151
7.10 Implementation of Lean 152
7.11 Key Points and Terms 155
Student Internet Exercises 156
Solved Problems 156
Discussion Questions 157
Problems 158
Selected Bibliography 159
Part 3 Quality 161
Chapter 8 Managing Quality 162
8.1 Quality as Customer Judgments 163
8.2 Manufacturing Quality 164
8.3 Service Quality 166
8.4 Quality Planning, Control, and Improvement 167
8.5 Ensuring Quality in the Supply Chain 171
8.6 Quality, Cost of Quality, and Financial Performance 173
8.7 Quality Pioneers 176
W. Edwards Deming 177
Joseph Juran 178
8.8 ISO 9000 Standards 179
8.9 Malcolm Baldrige Award 181
8.10 Why Some Quality Improvement Efforts Fail 183
8.11 Key Points and Terms 185
Student Internet Exercises 186
Discussion Questions 186
Selected Bibliography 187
Chapter 9 Quality Control and Improvement 189
9.1 Design of Quality Control Systems 190
9.2 Process Quality Control 193
9.3 Attribute Control Chart 195
9.4 Variables Control Chart 196
9.5 Using Control Charts 197
9.6 Process Capability 198
9.7 Continuous Improvement 200
9.8 Six Sigma 204
9.9 Lean and Six Sigma 207
9.10 Quality Control and Improvement in Industry 208
9.11 Key Points and Terms 210
Student Internet Exercises 211
Solved Problems 211
Discussion Questions 214
Problems 214
Selected Bibliography 218
Part 4 Capacity and Scheduling 221
Chapter 10 Supply Chain Management 222
10.1 Supply Chain and Supply Chain Management 223
10.2 Purchasing and Logistics 227
10.3 Measuring Supply Chain Performance 230
10.4 Supply Chain Dynamics-the Bullwhip Effect 232
10.5 Improving Supply Chain Performance 235
10.6 Supply Chain Structural Improvements 236
10.7 Supply Chain Infrastructural Improvements 240
10.8 Technology and Supply Chain Management 242
10.9 Supply Chain Risk and Resilience 245
10.10 Key Points and Terms 247
Student Internet Exercises 249
Discussion Questions 249
Selected Bibliography 250
Chapter 11 Forecasting 251
11.1 Forecasting for Decision Making 253
11.2 Qualitative Forecasting Methods 255
11.3 Time-Series Forecasting 257
11.4 Moving Average 258
11.5 Exponential Smoothing 260
11.6 Forecasting Accuracy 263
11.7 Advanced Time-Series Forecasting 265
11.8 Causal Forecasting Methods 267
11.9 Selecting a Forecasting Method 268
11.10 Collaborative Planning, Forecasting, and Replenishment 271
11.11 Key Points and Terms 273
Student Internet Exercises 274
Solved Problems 274
Discussion Questions 276
Problems 276
Selected Bibliography 279
Supplement: Advanced Methods 280
Chapter 12 Capacity Planning 285
12.1 Facilities Decisions 288
12.2 Facilities Strategy 288
Amount of Capacity 289
Size of Facilities 290
Timing of Facility Decisions 291
Facility Location 292
Types of Facilities 293
12.3 Sales and Operations Planning Definition 294
12.4 Cross-Functional Nature of S&OP 296
12.5 Planning Options 297
12.6 Basic Aggregate Planning Strategies 297
12.7 Aggregate Planning Costs 301
12.8 Aggregate Planning Example 302
12.9 Key Points and Terms 307
Student Internet Exercises 308
Solved Problems 308
Discussion Questions 313
Problems 314
Selected Bibliography 318
Chapter 13 Scheduling Operations 320
13.1 Batch Scheduling 321
13.2 Gantt Charting 323
13.3 Finite Capacity Scheduling 326
13.4 Theory of Constraints 328
13.5 Priority Dispatching Rules 330
13.6 Planning and Control Systems 332
13.7 Key Points and Terms 334
Student Internet Exercises 335
Solved Problems 335
Discussion Questions 337
Problems 338
Selected Bibliography 339
Chapter 14 Project Planning and Scheduling 341
14.1 Objectives and Trade-Offs 342
14.2 Planning and Control in Projects 343
14.3 Scheduling Methods 346
14.4 Constant-Time Networks 347
14.5 PERT Method 352
14.6 CPM Method 356
14.7 Use of Project Management Concepts 358
14.8 Key Points and Terms 360
Student Internet Exercises 361
Solved Problems 361
Discussion Questions 365
Problems 365
Selected Bibliography 367
Part 5 Inventory 369
Chapter 15 Independent Demand Inventory 370
15.1 Purpose of Inventories 373
15.2 Costs of Inventories 374
15.3 Independent versus Dependent Demand 376
15.4 Economic Order Quantity 377
15.5 Continuous Review System 381
15.6 Periodic Review System 386
15.7 Using P and Q Systems in Practice 389
15.8 Vendor Managed Inventory 391
15.9 ABC Classification of Inventory 392
15.10 Key Points and Terms 393
Student Internet Exercises 394
Solved Problems 394
Discussion Questions 397
Problems 397
Selected Bibliography 400
Supplement: Advanced Models 401
Chapter 16 Materials Requirements Planning and ERP 404
16.1 The MRP System 406
16.2 MRP versus Order-Point Systems 409
16.3 Parts Explosion-How an MRP System Works 410