Managing Business Process Flows Principles of Operations Management 3rd Edition by Ravi Anupindi, Sunil Chopra, Sudhakar Deshmukh, Jan Van Mieghem, Eitan Zemel ISBN 0133469638 9780133469639

Managing Business Process Flows Principles of Operations Management 3rd Edition by Ravi Anupindi, Sunil Chopra, Sudhakar Deshmukh, Jan Van Mieghem, Eitan Zemel – Ebook PDF Instant Download/Delivery: 0133469638, 9780133469639
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Product details:

ISBN 10: 0133469638
ISBN 13: 9780133469639
Author: Ravi Anupindi, Sunil Chopra, Sudhakar Deshmukh, Jan Van Mieghem, Eitan Zemel

This is the eBook of the printed book and may not include any media, website access codes, or print supplements that may come packaged with the bound book.A structured, data-driven approach to understanding core operations management concepts. Anupindi shows how managers can design and manage process structure and process drivers to improve the performance of any business process. The third edition retains the general process view paradigm while providing a sharper, more streamlined presentation of the development of ideas in each chapter–all of which are illustrated with contemporary examples from practice.

Managing Business Process Flows Principles of Operations Management 3rd Table of contents:

Part I: Process Management and Strategy

• Chapter 1: Products, Processes, and Performance

  • Introduction
  • 1.1 The Process View of Organizations
  • 1.2 Performance Measures
    • 1.2.1 The Importance of Measurement: Management by Fact
    • 1.2.2 Types of Measures: Financial, External, and Internal
      • Financial Measures
      • External Measures
      • Internal Measures
  • 1.3 Products and Product Attributes
  • 1.4 Processes and Process Competencies
  • 1.5 Enabling Process Success
  • 1.6 Some Basic Process Architectures
    • Job Shops
    • Flow Shops
  • 1.7 The Plan of the Book
  • Summary
  • Key Terms
  • Discussion Questions
  • Selected Bibliography

• Chapter 2: Operations Strategy and Management

  • Introduction
  • 2.1 Strategic Positioning and Operational Effectiveness
  • 2.2 The Strategy Hierarchy
    • Example 2.1
  • 2.3 Strategic Fit
  • 2.4 Focused Operations
    • Example 2.2
  • 2.5 Matching Products and Processes
  • 2.6 The Operations Frontier and Trade-Offs
    • Example 2.3
    • Example 2.4
    • Example 2.5
  • 2.7 The Evolution of Strategy and Operations Management
  • 2.8 The Opportunity Today in Service Operations
  • Summary
  • Key Terms
  • Discussion Questions
  • Selected Bibliography

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Part II: Process Flow Metrics

• Chapter 3: Process Flow Measures

  • Introduction
  • 3.1 The Essence of Process Flow
    • Example 3.1
  • 3.2 Three Key Process Measures
  • 3.3 Flow Time, Flow Rate, and Inventory Dynamics
    • Example 3.2
  • 3.4 Throughput in a Stable Process
  • 3.5 Little’s Law: Relating Average Flow Time, Throughput, and Average Inventory
    • Example 3.3
      • Material Flow
      • Customer Flow
      • Job Flow
      • Cash Flow
      • Cash Flow (Accounts Receivable)
      • Service Flow (Financing Applications at Auto-Moto)
  • 3.6 Analyzing Financial Flows Through Financial Statements
    • 3.6.1 Assessing Financial Flow Performance
    • 3.6.2 Cash-to-Cash Cycle Performance
    • 3.6.3 Targeting Improvement with Detailed Financial Flow Analysis
    • Example 3.4
  • 3.7 Two Related Process Measures: Takt Time and Inventory Turns (Turnover Ratio)
    • 3.7.1 Takt Time
    • 3.7.2 Inventory Turns
    • Example 3.5
  • 3.8 Linking Operational to Financial Metrics: Valuing an Improvement
    • 3.8.1 Linking Operational Improvements to NPV
    • 3.8.2 Linking Operational Improvements to Financial Ratios
  • Summary
  • Key Equations and Symbols
  • Key Terms
  • Discussion Questions
  • Exercises
  • Selected Bibliography

• Chapter 4: Flow-Time Analysis

  • Introduction
  • 4.1 Flow-Time Measurement
    • Example 4.1
    • Example 4.2
  • 4.2 The Process Flowchart
    • Example 4.3
  • 4.3 Flow Time and Critical Paths
    • Example 4.4
  • 4.4 Theoretical Flow Time and the Role of Waiting
    • Example 4.5
    • 4.4.1 Flow-Time Efficiency
    • Example 4.6
  • 4.5 Levers for Managing Theoretical Flow Time
    • 4.5.1 Moving Work Off the Critical Path
    • 4.5.2 Reduce Non-Value-Adding Activities
    • 4.5.3 Reduce the Amount of Rework
    • 4.5.4 Modifying the Product Mix
    • 4.5.5 Increase the Speed of Operations
  • 4.6 Zhang & Associates Revisited
    • The Old Process
    • The New Process
    • New Process Success
  • Summary
  • Key Equations and Symbols
  • Key Terms
  • Discussion Questions
  • Exercises
  • Selected Bibliography
  • Appendix 4.1 Subprocesses and Cascading
  • Appendix 4.2 The Critical Path Method
    • Computing Est and Eft
    • Computing Lst and Lft
  • Appendix 4.3 Rework and Visits

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Chapter 5: Flow Rate and Capacity Analysis

• Introduction
• 5.1 Flow Rate Measurements
• 5.2 Resources and Effective Capacity
  • 5.2.1 Resources and Resource Pools
  • 5.2.2 Effective Capacity
  • Example 5.1
  • 5.2.3 Capacity Utilization
  • Example 5.2
  • 5.2.4 Extensions: Other Factors Affecting Effective Capacity
• 5.3 Effect of Product Mix on Effective Capacity and Profitability of a Process
  • Example 5.3
  • 5.3.1 Effective Capacity for Product Mix
  • Example 5.4
  • 5.3.2 Optimizing Profitability
  • Example 5.5
• 5.4 Capacity Waste and Theoretical Capacity
  • 5.4.1 Theoretical Capacity
  • Example 5.6
  • 5.4.2 Theoretical Capacity Utilization
• 5.5 Levers for Managing Throughput
  • Example 5.7
  • 5.5.1 Throughput Improvement Mapping
  • 5.5.2 Increasing Resource Levels
  • 5.5.3 Reducing Resource Capacity Waste
  • 5.5.4 Shifting Bottlenecks and the Improvement Spiral
• Summary
• Key Equations and Symbols
• Key Terms
• Discussion Questions
• Exercises
• Selected Bibliography
• Appendix 5.1 Other Factors Affecting Effective Capacity: Load Batches, Scheduled Availability, and Setups
• Appendix 5.2 Optimizing Product Mix with Linear Programming

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Chapter 6: Inventory Analysis

• Introduction
• 6.1 Inventory Classification
• 6.2 Inventory Benefits
  • 6.2.1 Economies of Scale
  • 6.2.2 Production and Capacity Smoothing
  • 6.2.3 Stockout Protection
  • 6.2.4 Price Speculation
  • Example 6.1
• 6.3 Inventory Costs
  • Example 6.2
• 6.4 Inventory Dynamics of Batch Purchasing
  • Example 6.3
• 6.5 Economies of Scale and Optimal Cycle Inventory
  • Example 6.4
  • Example 6.5
  • Example 6.6
  • Example 6.7
• 6.6 Effect of Lead Times on Ordering Decisions
  • Example 6.8
  • Example 6.9
• 6.7 Periodic Ordering
• 6.8 Levers for Managing Inventories
• Summary
• Key Equations and Symbols
• Key Terms
• Discussion Questions
• Exercises
• Selected Bibliography
• Appendix 6.1 Derivation of EOQ Formula
• Appendix 6.2 Price Discounts
  • Example 6.10
  • Example 6.11

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Ravi Anupindi,Sunil Chopra,Sudhakar Deshmukh,Jan Van Mieghem,Eitan Zemel,Managing Business,Operations Management