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ISBN 10: 0134741064
ISBN 13: 9780134741062
Author: Lee Krajewski
Operations Management Processes and Supply Chains 12th Table of contents:
1 Using Operations to Create Value
Learning Goals
Role of Operations in an Organization
Historical Evolution and Perspectives
A Process View
How Processes Work
Nested Processes
Service and Manufacturing Processes
Differences
Similarities
A Supply Chain View
Core Processes
Support Processes
Supply Chain Processes
Operations Strategy
Corporate Strategy
Environmental Scanning
Developing Core Competencies
Developing Core Processes
Developing Global Strategies
Market Analysis
Market Segmentation
Needs Assessment
Competitive Priorities and Capabilities
Order Winners and Qualifiers
Using Competitive Priorities: An Airline Example
Identifying Gaps between Competitive Priorities and Capabilities
Addressing the Trends and Challenges in Operations Management
Productivity Improvement
Measuring Productivity
The Role of Management
Global Competition
Comparative Cost Advantages
Disadvantages of Globalization
Ethical, Workforce Diversity, and Environmental Issues
The Internet of Things
Operations Management Applications
Concerns and Barriers
Developing Skills for Your Career
Adding Value with Process Innovation
Key Equations
Addressing the Trends and Challenges in Operations Management
Key Terms
Solved Problem 1
Solution
Solved Problem 2
Solution
Discussion Questions
Problems
Addressing the Trends and Challenges in Operations Management
Active Model Exercise
Questions
Supplement A Decision Making
Learning Goals
Break-Even Analysis
Evaluating Services or Products
Evaluating Processes
Preference Matrix
Decision Theory
Decision Making under Certainty
Decision Making under Uncertainty
Decision Making under Risk
Decision Trees
Key Equations
Break-Even Analysis
Key Terms
Solved Problem 1
Solution
Solved Problem 2
Solution
Solved Problem 3
Solution
Solved Problem 4
Solution
Problems
Break-Even Analysis
Preference Matrix
Decision Theory
Decision Trees
Part 1 Managing Process
2 Process Strategy and Analysis
Learning Goals
Process Structure in Services
Customer-Contact Matrix
Customer Contact and Customization
Process Divergence and Flow
Service Process Structuring
Front Office
Hybrid Office
Back Office
Process Structure in Manufacturing
Product-Process Matrix
Manufacturing Process Structuring
Job Process
Batch Process
Line Process
Continuous-Flow Process
Production and Inventory Strategies
Design-to-Order Strategy
Make-to-Order Strategy
Assemble-to-Order Strategy
Make-to-Stock Strategy
Layout
Process Strategy Decisions
Customer Involvement
Possible Advantages
Possible Disadvantages
Resource Flexibility
Workforce
Equipment
Capital Intensity
Automating Manufacturing Processes
Automating Service Processes
Economies of Scope
Strategic Fit
Decision Patterns for Service Processes
Decision Patterns for Manufacturing Processes
Gaining Focus
Focus by Process Segments
Focused Service Operations
Focused Factories
Strategies for Change
Process Reengineering
Process Improvement
Process Analysis
Six Sigma Process Improvement Model
Defining, Measuring, and Analyzing the Process
Flowcharts
Swim Lane Flowchart
Service Blueprint
Work Measurement Techniques
Time Study Method
Elemental Standard Data Method
Predetermined Data Method
Work Sampling Method
Learning Curve Analysis
Process Charts
Data Analysis Tools
Checklists
Histograms and Bar Charts
Pareto Charts
Scatter Diagrams
Cause-and-Effect Diagrams
Graphs
Redesigning and Managing Process Improvements
Questioning and Brainstorming
Benchmarking
Implementing
Key Terms
Solved Problem 1
Solution
Solved Problem 2
Solution
Solved Problem 3
Solution
Solved Problem 4
Solution
Discussion Questions
Problems
Process Strategy Decisions
Defining, Measuring, and Analyzing the Process
Active Model Exercise
Questions
3 Quality and Performance
Learning Goals
Costs of Quality
Prevention Costs
Appraisal Costs
Internal Failure Costs
External Failure Costs
Ethical Failure Costs
Total Quality Management and Six Sigma
Total Quality Management
Customer Satisfaction
Employee Involvement
Continuous Improvement
Six Sigma
Acceptance Sampling
Statistical Process Control
Variation of Outputs
Performance Measurements
Sampling
Sampling Distributions
Common Causes
Assignable Causes
Control Charts
Control Charts for Variables
R-Chart
x ¯ -Chart
Control Charts for Attributes
p-Charts
c-Charts
Process Capability
Defining Process Capability
Process Capability Index
Process Capability Ratio
Using Continuous Improvement to Determine the Capability of a Process
International Quality Documentation Standards and Awards
The ISO 9001:2008 Documentation Standards
Malcolm Baldrige Performance Excellence Program
Systems Approach to Total Quality Management
Key Equations
Statistical Process Control
Process Capability
Key Terms
Solved Problem 1
Solution
Solved Problem 2
Solution
Solved Problem 3
Solution
Solved Problem 4
Solution
Discussion Questions
Problems
Statistical Process Control
Process Capability
Active Model Exercise
Questions
Exercise A: Control Charts for Variables
Materials
Tasks
Practice
Exercise B: Control Charts for Attributes
Materials
Tasks
Practice
4 Capacity Planning
Learning Goals
Planning Long-Term Capacity
Measures of Capacity and Utilization
Output Measures of Capacity
Input Measures of Capacity
Utilization
Economies of Scale
Spreading Fixed Costs
Reducing Construction Costs
Cutting Costs of Purchased Materials
Finding Process Advantages
Diseconomies of Scale
Capacity Timing and Sizing Strategies
Sizing Capacity Cushions
Timing and Sizing Expansion
Expansionist Strategy
Wait-and-See Strategy
Linking Capacity and Other Decisions
A Systematic Approach to Long-Term Capacity Decisions
Step 1: Estimate Capacity Requirements
Using Output Measures
Using Input Measures
Step 2: Identify Gaps
Step 3: Develop Alternatives
Step 4: Evaluate the Alternatives
Qualitative Concerns
Quantitative Concerns
Tools for Capacity Planning
Waiting-Line Models
Simulation
Decision Trees
Key Equations
Planning Long-Term Capacity
Capacity Timing and Sizing Strategies
A Systematic Approach to Long-Term Capacity Decisions
Key Terms
Solved Problem 1
Solution
Solved Problem 2
Solution
Discussion Questions
Problems
Planning Long-Term Capacity
A Systematic Approach to Long-Term Capacity Decisions
Tools for Capacity Planning
Supplement B Waiting Lines
Learning Goals
Structure of Waiting-Line Problems
Customer Population
The Service System
Number of Lines
Arrangement of Service Facilities
Priority Rule
Probability Distributions
Arrival Distribution
Service Time Distribution
Using Waiting-Line Models to Analyze Operations
Single-Server Model
Little’s Law
Finite-Source Model
Waiting Lines and Simulation
SimQuick
Decision Areas for Management
Key Equations
Structure of Waiting-Line Problems
Using Waiting-Line Models to Analyze Operations
Key Terms
Solved Problem
Solution
Problems
Structure of Waiting-Line Problems
Using Waiting-Line Models to Analyze Operations
5 Constraint Management
Learning Goals
The Theory of Constraints
Key Principles of the TOC
Managing Bottlenecks in Service Processes
Managing Bottlenecks in Manufacturing Processes
Identifying Bottlenecks
Relieving Bottlenecks
Drum-Buffer-Rope Systems
Applying the Theory of Constraints to Product Mix Decisions
Managing Constraints in Line Processes
Line Balancing
Precedence Diagram
Desired Output Rate
Cycle Time
Theoretical Minimum
Idle Time, Efficiency, and Balance Delay
Finding a Solution
Rebalancing the Assembly Line
Managerial Considerations
Pacing
Behavioral Factors
Number of Models Produced
Cycle Times
Key Equations
Managing Constraints in Line Processes
Key Terms
Solved Problem 1
Solution
Decision Point
Solved Problem 2
Solution
Discussion Questions
Problems
Managing Bottlenecks in Service Processes
Managing Bottlenecks in Manufacturing Processes
Applying the Theory of Constraints to Product Mix Decisions
Managing Constraints in Line Processes
Min-Yo Garment Company
Products
Licensed Brands
Subcontracted Brands
Special Garments
Manufacturing Process
Scheduling the Garment Maker
Notes
The Simulation
6 Lean Systems
Learning Goals
Continuous Improvement Using A Lean Systems Approach
Strategic Characteristics of Lean Systems
Supply Chain Considerations in Lean Systems
Close Supplier Ties
Small Lot Sizes
Process Considerations in Lean Systems
Pull Method of Work Flow
Quality at the Source
Uniform Workstation Loads
Standardized Components and Work Methods
Flexible Workforce
Automation
Five S Practices
Total Productive Maintenance
Toyota Production System
House of Toyota
Designing Lean System Layouts
One Worker, Multiple Machines
Group Technology
The Kanban System
General Operating Rules
Determining the Number of Containers
Other Kanban Signals
Container System
Containerless System
Value Stream Mapping
Current State Map
Future State Map
Operational Benefits and Implementation Issues
Organizational Considerations
The Human Costs of Lean Systems
Cooperation and Trust
Reward Systems and Labor Classifications
Process Considerations
Inventory and Scheduling
Schedule Stability
Setups
Purchasing and Logistics
Key Equations
The Kanban System
Key Terms
Solved Problem 1
Solution
Solved Problem 2
SOLUTION
Discussion Questions
Problems
Strategic Characteristics of Lean Systems
The Kanban System
Value Stream Mapping
7 Project Management
Learning Goals
Defining and Organizing Projects
Defining the Scope and Objectives of a Project
Selecting the Project Manager and Team
Recognizing Organizational Structure
Constructing Project Networks
Defining the Work Breakdown Structure
Diagramming the Network
Establishing Precedence Relationships
Estimating Activity Times
Developing the Project Schedule
Critical Path
Project Schedule
Activity Slack
Gantt Chart
Analyzing Cost–Time Trade-Offs
Cost to Crash
Minimizing Costs
Assessing and Analyzing Risks
Risk-Management Plans
Simulation
Statistical Analysis
Analyzing Probabilities
Near-Critical Paths
Monitoring and Controlling Projects
Monitoring Project Status
Open Issues and Risks
Schedule Status
Monitoring Project Resources
Controlling Projects
Key Equations
Developing the Project Schedule
Analyzing Cost–Time Trade-offs
Assessing and Analyzing Risks
Key Terms
Solved Problem 1
Solution
Solved Problem 2
Solution
Discussion Questions
Problems
Developing the Project Schedule
Analyzing Cost–Time Trade-offs
Assessing and Analyzing Risks
Active Model Exercise
Questions
Part 2 Managing Customer Demand
8 Forecasting
Learning Goals
Managing Demand
Demand Patterns
Demand Management Options
Complementary Products
Promotional Pricing
Prescheduled Appointments
Reservations
Revenue Management
Backlogs
Backorders and Stockouts
Key Decisions on Making Forecasts
Deciding What to Forecast
Level of Aggregation
Units of Measurement
Choosing the Type of Forecasting Technique
Forecast Error
Cumulative Sum of Forecast Errors
Dispersion of Forecast Errors
Mean Absolute Percent Error
Computer Support
Judgment Methods
Causal Methods: Linear Regression
Time-Series Methods
Naïve Forecast
Horizontal Patterns: Estimating the Average
Simple Moving Averages
Weighted Moving Averages
Exponential Smoothing
Trend Patterns: Using Regression
Seasonal Patterns: Using Seasonal Factors
Criteria for Selecting Time-Series Methods
Using Statistical Criteria
Using a Holdout Sample
Using a Tracking Signal
Insights into Effective Demand Forecasting
Big Data
Volume
Variety
Velocity
A Typical Forecasting Process
Using Multiple Forecasting Methods
Adding Collaboration to the Process
Forecasting as a Nested Process
Key Equations
Forecast Error
Causal Methods: Linear Regression
Time-Series Methods
Key Terms
Solved Problem 1
Solution
Solved Problem 2
Solution
Solved Problem 3
Solution
Solved Problem 4
Solution
Discussion Questions
Problems
Causal Methods: Linear Regression
Time-Series Methods
Forecasting a Vital Energy Statistic
In-Class Exercise—Part 1
In-Class Exercise—Part 2
In-Class Exercise—Parts 3 and Beyond
9 Inventory Management
Learning Goals
Inventory Trade-offs
Pressures for Small Inventories
Cost of Capital
Storage and Handling Costs
Taxes, Insurance, and Shrinkage
Pressures for Large Inventories
Customer Service
Ordering Cost
Setup Cost
Labor and Equipment Utilization
Transportation Cost
Payments to Suppliers
Types of Inventory
Accounting Inventories
Operational Inventories
Cycle Inventory
Safety Stock Inventory
Anticipation Inventory
Pipeline Inventory
Inventory Reduction Tactics
Cycle Inventory
Safety Stock Inventory
Anticipation Inventory
Pipeline Inventory
ABC Analysis
Economic Order Quantity
Calculating the EOQ
Managerial Insights from the EOQ
Continuous Review System
Selecting the Reorder Point when Demand and Lead Time are Constant
Selecting the Reorder Point when Demand Is Variable and Lead Time Is Constant
Step 1: Service Level Policy
Step 2: Distribution of Demand during Lead Time
Step 3: Safety Stock and Reorder Point
Selecting the Reorder Point when Both Demand and Lead Time are Variable
Systems Based on the Q System
Two-Bin System
Base-Stock System
Calculating Total Q System Costs
Advantages of the Q System
Periodic Review System
Selecting the Time Between Reviews
Selecting the Target Inventory Level when Demand is Variable and Lead Time is Constant
Selecting the Target Inventory Level when Demand and Lead Time are Variable
Systems Based on the P System
Single-Bin System
Optional Replenishment System
Calculating Total P System Costs
Advantages of the P System
Key Equations
Types of Inventory
Economic Order Quantity
Continuous Review System
Periodic Review System
Key Terms
Solved Problem 1
Solution
Solved Problem 2
Solution
Solved Problem 3
Solution
Solved Problem 4
Solution
Solved Problem 5
Solution
Solved Problem 6
Solution
Discussion Questions
Problems
Types of Inventory
Inventory Reduction Tactics
ABC Analysis
Economic Order Quantity
Continuous Review System
Periodic Review System
Active Model Exercise
Questions
Swift Electronic Supply, Inc.
Industry and Company Preview
DRAM
Simulation
Supplement C Special Inventory Models
Learning Goals
Noninstantaneous Replenishment
Quantity Discounts
One-Period Decisions
Key Equations
Noninstantaneous Replenishment
Quantity Discounts
One-Period Decisions
Key Term
Solved Problem 1
Solution
Solved Problem 2
Solution
Solved Problem 3
Solution
Problems
Noninstantaneous Replenishment
Quantity Discounts
One-Period Decisions
10 Operations Planning and Scheduling
Learning Goals
Levels in Operations Planning and Scheduling
Level 1: Sales and Operations Planning
Aggregation
Information Inputs
Related Plans
Level 2: Resource Planning
Level 3: Scheduling
S&OP Supply Options
S&OP Strategies
Chase Strategy
Level Strategy
Constraints and Costs
Sales and Operations Planning as a Process
Spreadsheets for Sales and Operations Planning
Spreadsheets for a Manufacturer
Spreadsheeets for a Service Provider
Scheduling
Job and Facility Scheduling
Gantt Progress Chart
Gantt Workstation Chart
Workforce Scheduling
Constraints
Developing a Workforce Schedule
Sequencing Jobs at a Workstation
Priority Sequencing Rules
Performance Measures
Software Support
Key Terms
Solved Problem 1
Solution
Solved Problem 2
Solution
Solved Problem 3
Solution
Discussion Questions
Problems
S&OP Strategies
Spreadsheets for Sales and Operations Planning
Scheduling
Active Model Exercise
Questions
Supplement D Linear Programming
Learning Goals
Characteristics of Linear Programming Models
Objective Function
Decision Variables
Constraints
Feasible Region
Parameters
Linearity
Nonnegativity
Formulating a Linear Programming Model
Graphic Analysis
Plot the Constraints
Identify the Feasible Region
Plot the Objective Function Line
Find the Visual Solution
Find the Algebraic Solution
Slack and Surplus Variables
Sensitivity Analysis
Computer Analysis
Simplex Method
Computer Output
The Transportation Method
Transportation Method for Sales and Operations Planning
Key Terms
Solved Problem 1
Solution
Solved Problem 2
Solution
Discussion Questions
Problems
Formulating a Linear Programming Model
Graphic Analysis
Computer Analysis
The Transportation Method
11 Resource Planning
Learning Goals
Material Requirements Planning
Dependent Demand
Master Production Scheduling
Developing a Master Production Schedule
Available-to-Promise Quantities
Freezing the MPS
Reconciling the MPS with Sales and Operations Plans
MRP Explosion
Bill of Materials
Inventory Record
Gross Requirements
Scheduled Receipts
Projected On-Hand Inventory
Planned Receipts
Planned Order Releases
Planning Factors
Planning Lead Time
Lot-Sizing Rules
Fixed Order Quantity
Periodic Order Quantity
Lot for Lot
Comparing Lot-Sizing Rules
Safety Stock
Outputs from MRP
Material Requirements
Action Notices
Resource Requirements Reports
Performance Reports
MRP and the Environment
MRP, Core Processes, and Supply Chain Linkages
Enterprise Resource Planning
How ERP Systems Are Designed
Resource Planning for Service Providers
Dependent Demand for Services
Restaurants
Airlines
Hospitals
Hotels
Bill of Resources
Key Terms
Solved Problem 1
Solution
Solved Problem 2
Solution
Solved Problem 3
Solution
Solved Problem 4
Solution
Discussion Questions
Problems
Master Production Scheduling
MRP Explosion
Resource Planning for Service Providers
Active Model Exercise
Questions
Part 3 Managing Supply Chains
12 Supply Chain Design
Learning Goals
Creating an Effective Supply Chain
Supply Chains for Services and Manufacturing
Services
Manufacturing
Measuring Supply Chain Performance
Inventory Measures
Financial Measures
Total Revenue
Cost of Goods Sold
Operating Expenses
Cash Flow
Working Capital
Return on Assets
Strategic Options for Supply Chain Design
Efficient Supply Chains
Common Designs
Responsive Supply Chains
Common Designs
Designs for Efficient and Responsive Supply Chains
Mass Customization
Competitive Advantages
Supply Chain Design for Mass Customization
Assemble-to-Order Strategy
Modular Design
Postponement
Outsourcing Processes
Vertical Integration
Make-or-Buy Decisions
Key Equations
Measuring Supply Chain Performance
Outsourcing Processes
Key Terms
Solved Problem
Solution
Discussion Questions
Problems
Measuring Supply Chain Performance
Outsourcing Processes
Scenario
Materials (available from instructor)
Setup
Tasks
Costs and Conditions
Delays
Ordering Delay.
Delivery Delay.
Run the Exercise
13 Supply Chain Logistic Networks
Learning Goals
Factors Affecting Location Decisions
Dominant Factors in Manufacturing
Favorable Labor Climate
Proximity to Markets
Impact on Environment
Quality of Life
Proximity to Suppliers and Resources
Proximity to the Parent Company’s Facilities
Utilities, Taxes, and Real Estate Costs
Other Factors
Dominant Factors in Services
Proximity to Customers
Transportation Costs and Proximity to Markets
Location of Competitors
Site-Specific Factors
Load–Distance Method
Distance Measures
Calculating a Load–Distance Score
Center of Gravity
Break-Even Analysis
Transportation Method
Setting Up the Initial Tableau
Dummy Plants or Warehouses
Finding a Solution
Geographical Information Systems
Using GIS
The GIS Method for Locating Multiple Facilities
Inventory Placement
A Systematic Location Selection Process
Key Equations
Load–Distance Method
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