Solution manual for Managing Business Process Flows Principles of Operations Management 3rd Edition by Ravi Anupindi, Sunil Chopra 9780133469639 0133469638

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• ISBN 10:0133469638 

• ISBN 13:9780133469639

• Author:Ravi Anupindi, Sunil Chopra 

Managing Business Process Flows
Principles of Operations Management
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 Edition 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
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
3.5.1 Material Flow
3.5.2 Customer Flow
3.5.3 Job Flow
3.5.4 Cash Flow
3.5.5 Cash Flow (Accounts Receivable)
3.5.6 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
4.4.5 Increase the Speed of Operations
4.4.6 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
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
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
Part III Process Flow Variability
Chapter 7 Managing Flow Variability: Safety Inventory
Introduction
7.1 Demand Forecasts and Forecast Errors
7.2 Safety Inventory and Service Level
Example 7.1
7.2.1 Service Level Measures
Example 7.2
7.2.2 Continuous Review, Reorder Point System
Example 7.1 (REVISITED)
7.2.3 Service Level Given Safety Inventory
Example 7.3
7.2.4 Safety Inventory Given Service Level
Example 7.4
7.3 Optimal Service Level: The Newsvendor Problem
Example 7.5
Example 7.6
Example 7.7
7.4 Leadtime Demand Variability
7.4.1 Fixed Replenishment Lead Time
Example 7.8
7.4.2 Variability in Replenishment Lead Time
Example 7.9
7.5 Pooling Efficiency Through Aggregation
7.5.1 Physical Centralization
Independent Demands
Example 7.10
7.5.2 Principle of Aggregation and Pooling Inventory
7.6 Shortening the Forecast Horizon Through Postponement
7.7 Periodic Review Policy
Example 7.11
7.8 Levers for Reducing Safety Inventory
Summary
Key Equations and Symbols
Key Terms
Discussion Questions
Exercises
Selected Bibliography
Appendix Calculating Service Level for a Given Safety Inventory
Chapter 8 Managing Flow Variability: Safety Capacity
Introduction
8.1 Service Process and Its Performance
8.1.1 Service Processes
8.1.2 Service Process Attributes
8.1.3 Service Process Performance
Example 8.1
8.1.4 Relationships between Performance Measures
8.2 Effect of Variability On Process Performance
Example 8.2
Example 8.3
8.3 Drivers of Process Performance
8.3.1 The Queue Length Formula
Example 8.4
8.3.2 The Exponential Model
Example 8.5
Example 8.6
8.4 Process Capacity Decisions
Example 8.7
8.5 Buffer Capacity, Blocking, and Abandonment
8.5.1 Effect of Buffer Capacity on Process Performance
Example 8.8
8.5.2 The Buffer Capacity Decision
Example 8.9
8.5.3 Joint Processing Capacity and Buffer Capacity Decisions
Example 8.10
8.6 Performance Variability and Promise
Example 8.11
Example 8.12
8.7 Customer Pooling and Segregation
8.7.1 Pooling Arrivals with Flexible Resources
Example 8.13
8.7.2 Segregating Arrivals with Specialized Resources
8.8 Performance Improvement Levers
8.8.1 Capacity Utilization Levers
8.8.2 Variability Reduction Levers
8.8.3 Capacity Synchronization Levers
8.8.4 Buffer Capacity Levers
8.8.5 Pooling and Segregation Levers
8.9 Managing Customer Perceptions and Expectations
Summary
Key Equations and Symbols
Key Terms
Discussion Questions
Exercises
Selected Bibliography
Appendix The Exponential Model with Finite Buffer Capacity
Chapter 9 Managing Flow Variability: Process Control and Capability
Introduction
9.1 Performance Variability
9.2 Analysis of Variability
9.2.1 Check Sheets
Example 9.1
9.2.2 Pareto Charts
Example 9.2
9.2.3 Histograms
Example 9.3
9.2.4 Run Charts
Example 9.4
9.2.5 Multi-Vari Charts
Example 9.5
9.3 Process Control
9.3.1 The Feedback Control Principle
9.3.2 Types and Causes of Variability
9.3.3 Control Limit Policy
9.3.4 Control Charts
Example 9.6
9.3.5 Cause–Effect Diagrams
9.3.6 Scatter Plots
9.4 Process Capability
9.4.1 Fraction of Output within Specifications
Example 9.7
9.4.2 Process Capability Ratios (Cpk and Cp)
Example 9.8
9.4.3 Six-Sigma Quality
Example 9.9
9.4.4 Capability and Control
9.5 Process Capability Improvement
9.5.1 Mean Shift
Example 9.10
9.5.2 Variability Reduction
Example 9.11
9.5.3 Effect of Process Improvement on Process Control
Example 9.12
9.6 Product and Process Design
9.6.1 Design for Producibility
9.6.2 Robust Design
9.6.3 Integrated Design
Summary
Key Equations and Symbols
Key Terms
Discussion Questions
Exercises
Selected Bibliography
Part IV Process Integration
Chapter 10 Lean Operations: Process Synchronization and Improvement
Introduction
10.1 Processing Networks
10.2 The Process Ideal: Synchronization and Efficiency
10.3 Waste and Its Sources
10.4 Improving Flows in A plant: Basic Principles of Lean Operations
10.4.1 Improving Process Architecture: Cellular Layouts
10.4.2 Improving Information and Material Flow: Demand Pull
10.4.3 Improving Process Flexibility: Batch-Size Reduction
10.4.4 Quality at Source: Defect Prevention and Early Detection
10.4.5 Reducing Processing Variability: Standardization of Work, Maintenance, and Safety Capacity
10.4.6 Visibility of Performance
10.4.7 Managing Human Resources: Employee Involvement
10.4.8 Supplier Management: Partnerships
10.5 Improving Flows in A Supply Chain
10.5.1 Lack of Synchronization: The Bullwhip Effect
10.5.2 Causes of the Bullwhip Effect
10.5.3 Levers to Counteract the Bullwhip Effect
10.6 The Improvement Process
10.6.1 Process Stabilization: Standardizing and Controlling the Process
10.6.2 Continuous Improvement: Management by Sight and Stress
10.6.3 Business Process Reengineering: Process Innovation
10.6.4 Benchmarking: Heeding the Voices of the Best
10.6.5 Managing Change
Summary

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