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ISBN 10: 1305664396
ISBN 13: 978-1305664395
Author: David Alan Collier, James Evans
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OM 6th Table of contents:
Part 1: Basic Concepts of OM and Value Chains
Chapter 1. Operations Management and Value Chains
1-1. Operations Management
1-2. OM in the Workplace
1-3. Understanding Goods and Services
1-4. The Concept of Value
1-5. Customer Benefit Packages
1-6. Value Chains
1-6a. Processes
1-7. Value Chain Frameworks
1-7a. Value Chains: An Input-Output Framework
1-7b. The Value Chain at Buhrke Industries Inc.
1-7c. Value Chains: Pre- and Postproduction Services Framework
1-7d. The Value Chain at Amazon
1-7e. Value Chains: Hierarchical Supply Chain Framework
1-8. OM: A History of Change and Challenge
1-8a. A Focus on Efficiency
1-8b. The Quality Revolution
1-8c. Customization and Design
1-8d. Time-Based Competition
1-8e. The Service Revolution
1-8f. Sustainability
1-8g. Data and Analytics
1-9. Key Challenges
Discussion Questions
Problems and Activities
Zappos Case Study
1-10. Integrative Case: Hudson Jewelers
Chapter 2. Measuring Performance in Operations and Value Chains
2-1. Types of Performance Measures
2-1a. Financial Measures
2-1b. Customer and Market Measures
2-1c. Quality
2-1d. Time
2-1e. Flexibility
2-1f. Innovation and Learning
2-1g. Productivity and Operational Efficiency
2-1h. Sustainability
2-2. Analytics in Operations Management
2-2a. Linking Internal and External Measures
2-2b. The Value of a Loyal Customer
2-3. Designing Measurement Systems in Operations
2-4. Models of Organizational Performance
2-4a. Malcolm Baldrige Performance Excellence Framework
2-4b. The Balanced Scorecard
2-4c. The Value Chain Model
2-4d. The Service-Profit Chain
Discussion Questions
Problems and Activities
Rapido Burrito Case Study
Integrative Case: Hudson Jewelers
Chapter 3. Operations Strategy
3-1. Gaining Competitive Advantage
3-2. Understanding Customer Wants and Needs
3-3. Evaluating Goods and Services
3-4. Competitive Priorities
3-4a. Cost
3-4b. Quality
3-4c. Time
3-4d. Flexibility
3-4e. Innovation
3-5. OM and Strategic Planning
3-5a. Operations Strategy
3-5b. Sustainability and Operations Strategy
3-6. A Framework for Operations Strategy
3-6a. Operations Strategy at McDonald’s
Discussion Questions
Problems and Activities
Sustainable Lawn Care Case Study
3-7. Integrative Case: Hudson Jewelers
Chapter 4. Technology and Operations Management
4-1. Understanding Technology in Operations
4-1a. Manufacturing Technology
4-1b. Computer-Integrated Manufacturing Systems (CIMSs)
4-1c. Advances in Manufacturing Technology
4-1d. Service Technology
4-2. Technology in Value Chains
4-3. Benefits and Challenges of Technology
4-4. Technology Decisions and Implementation
Discussion Questions
Problems and Activities
Bracket International—The RFID Decision Case Study
4-5. Integrative Case: Hudson Jewelers
Part 2: Designing Operations and Supply Chains
Chapter 5. Goods and Service Design
5-1. Designing Goods and Services
5-2. Customer-Focused Design
5-3. Designing Manufactured Goods
5-3a. Tolerance Design and the Taguchi Loss Function
5-3b. Design for Reliability
5-3c. Design for Manufacturability
5-3d. Design for Sustainability
5-4. Service-Delivery System Design
5-4a. Facility Location and Layout
5-4b. Servicescape
5-4c. Service Process and Job Design
5-4d. Technology and Information Support Systems
5-5. Service-Encounter Design
5-5a. Customer-Contact Behavior and Skills
5-5b. Service-Provider Selection, Development, and Empowerment
5-5c. Recognition and Reward
5-5d. Service Guarantees and Recovery
5-6. An Integrative Case Study of LensCrafters
Discussion Questions
Problems and Activities
Tom’s Auto Service Case Study
5-7. Integrative Case: Hudson Jewelers
Chapter 6. Supply Chain Design
6-1. Global Supply Chains
6-1a. Decisions in Supply Chain Design
6-2. Supply Chain Design Trade-Offs
6-2a. Efficient and Responsive Supply Chains
6-2b. Push and Pull Systems
6-2c. Vertical Integration, Outsourcing, and Offshoring Decisions
6-2d. The Economics of Outsourcing Decisions
6-2e. Offshoring and Reshoring
6-3. A Global Supply Chain Example: Inditex/Zara
6-4. Location Decisions
6-4a. Critical Factors in Location Decisions
6-3b. Location Decision Process
6-4c. The Center-of-Gravity Method
6-5. Supply Chain Optimization
Discussion Questions
Problems and Activities
Boston Red Sox Spring Training Decision Case Study
6-6. Integrative Case: Hudson Jewelers
Chapter 7. Process Selection, Design, and Analysis
7-1. Process Choice Decisions
7-2. The Product-Process Matrix
7-3. The Service-Positioning Matrix
7-4. Process Design
7-4a. Process and Value Stream Mapping
7-5. Process Analysis and Improvement
7-6. Process Design and Resource Utilization
7-6a. Little’s Law
Discussion Questions
Problems and Activities
The University of Audubon Rare Book Library Process Case Study
7-7. Integrative Case: Hudson Jewelers
Chapter 8. Facility and Work Design
8-1. Facility Layout
8-1a. Product Layout
8-1b. Process Layout
8-1c. Cellular Layout
8-1d. Fixed-Position Layout
8-1e. Facility Layout in Service Organizations
8-2. Designing Product Layouts
8-2a. Assembly-Line Balancing
8-2b. Line-Balancing Approaches
8-3. Designing Process Layouts
8-4. Workplace and Job Design
8-4a. Workplace Design
8-4b. Job Design
8-4c. Safety, Ergonomics, and the Work Environment
8-4d. Workforce Ethics and Global Supply Chains
Discussion Questions
Problems and Activities
BankUSA: Cash Movement Case Study
8-5. Integrative Case: Hudson Jewelers
Part 3: Managing Operations and Supply Chains
Chapter 9. Forecasting and Demand Planning
9-1. Forecasting and Demand Planning
9-2. Basic Concepts in Forecasting
9-2a. Forecast Planning Horizon
9-2b. Data Patterns in Time Series
9-2c. Forecast Errors and Accuracy
9-3. Statistical Forecasting Models
9-3a. Simple Moving Average
9-3b. Single Exponential Smoothing
9-4. Regression as a Forecasting Approach
9-4a. Excel’s Add Trendline Option
9-4b. Causal Forecasting Models with Multiple Regression
9-5. Judgmental Forecasting
9-6. Forecasting in Practice
Discussion Questions
Problems and Activities
BankUSA: Forecasting Help Desk Demand by Day Case Study
9-7. Integrative Case: Hudson Jewelers
Chapter 10. Capacity Management
10-1. Understanding Capacity
10-1a. Economies and Diseconomies of Scale
10-2. Capacity Measurement in Operations
10-2a. Safety Capacity
10-2b. Capacity Measurement
10-2c. Using Capacity Measures for Operations Planning
10-3. Long-Term Capacity Strategies
10-3a. Capacity Expansion
10-4. Short-Term Capacity Management
10-4a. Managing Capacity by Adjusting Short-Term Capacity Levels
10-4b. Managing Capacity by Shifting and Stimulating Demand
10-4c. Revenue Management Systems (RMS)
10-5. Theory of Constraints
Discussion Questions
Problems and Activities
David Christopher, Orthopedic Surgeon, Case Study
10-6. Integrative Case: Hudson Jewelers
Chapter 11. Managing Inventories in Supply Chains
11-1. Understanding Inventory
11-1a. Key Definitions and Concepts
11-1b. Managing Inventories in Global Supply Chains
11-1c. Inventory Management Decisions and Costs
11-2. Inventory Characteristics
11-3. ABC Inventory Analysis
11-4. Managing Fixed-Quantity Inventory Systems
11-4a. The EOQ Model
11-4b. Safety Stock and Uncertain Demand in a Fixed-Order-Quantity System
11-5. Managing Fixed-Period Inventory Systems
11-6. Single-Period Inventory Model
Discussion Questions
Problems and Activities
Hardy Hospital Case Study
11-7. Integrative Case: Hudson Jewelers
Chapter 12. Supply Chain Management and Logistics
12-1. Managing Supply Chains
12-1a. The SCOR Model
12-1b. Sourcing and Purchasing
12-1c. Managing Supplier Relationships
12-1d. Supply and Value Chain Integration
12-2. Logistics
12-2a. Transportation
12-2b. Inventory Management
12-3. Risk Management in Supply Chains
12-4. Supply Chains in E-Commerce
12-5. Measuring Supply Chain Performance
12-5a. Total Supply Chain Costs
12-5b. The Cash-to-Cash Conversion Cycle
12-5c. Supplier Evaluation and Certification
12-6. Sustainability in Supply Chains
12-6a. Green Sustainable Supply Chains
12-6b. Manufactured Goods Recovery and Reverse Logistics
Discussion Questions
Problems & Activities
J&L Packaging, Inc.: Cash-to-Cash Conversion Cycle Case Study
12-7. Integrative Case: Hudson Jewelers
Chapter 13. Resource Management
13-1. Resource Planning Framework for Goods and Services
13-1a. Resource Planning in Service Organizations
13-1b. Enterprise Resource Planning
13-2. Aggregate Planning Options
13-3. Strategies for Aggregate Planning
13-4. Disaggregation in Manufacturing
13-4a. Master Production Scheduling
13-4b. Materials Requirements Planning
13-4c. Time Phasing and Lot Sizing in MRP
13-5. Capacity Requirements Planning
Discussion Questions
Problems and Activities
Blue Note Mortgage Case Study
13-6. Integrative Case: Hudson Jewelers
Chapter 14. Operations Scheduling and Sequencing
14-1. Understanding Scheduling and Sequencing
14-2. Scheduling Applications and Approaches
14-2a. Staff Scheduling
14-2b. Appointment Systems
14-3. Sequencing
14-3a. Sequencing Performance Criteria
14-3b. Sequencing Rules
14-4. Applications of Sequencing Rules
14-4a. Single-Resource Sequencing Problem
14-4b. Two-Resource Sequencing Problem
14-5. Schedule Monitoring and Control
14-6. Vehicle Routing and Scheduling
Discussion Questions
Problems and Activities
Greyhound Frequent Flyer Call Center Case Study
14-7. Integrative Case: Hudson Jewelers
Chapter 15. Quality Management
15-1. Understanding Quality
15-2. Influential Leaders in Modern Quality Management
15-2a. W. Edwards Deming
15-2b. Joseph Juran
15-2c. Philip B. Crosby
15-3. The Gap Model
15-4. ISO 9000:2000
15-5. Six Sigma
15-5a. Implementing Six Sigma
15-6. Cost-of-Quality Measurement
15-7. The “Seven QC Tools”
15-7a. Root Cause Analysis
15-8. Other Quality Improvement Strategies
15-8a. Kaizen
15-8b. Poka-Yoke (Mistake-Proofing)
Discussion Questions
Problems and Activities
Sunshine Enterprises Case Study
15-9. Integrative Case: Hudson Jewelers
Chapter 16. Quality Control and SPC
16-1. Quality Control Systems
16-1a. Quality Control Practices in Manufacturing
16-1b. Quality Control Practices in Services
16-2. Statistical Process Control and Variation
16-3. Constructing Control Charts
16-3a. Constructing x ¯ – and R-Charts
16-3b. Interpreting Patterns in Control Charts
16-3c. Constructing p-Charts
16-3d. Constructing c-Charts
16-4. Practical Issues in SPC Implementation
16-4a. Controlling Six Sigma Processes
16-5. Process Capability
16-5a. Process Capability Index
Discussion Questions
Problems and Activities
Goodman Tire and Rubber Company Case Study
16-6. Integrative Case: Hudson Jewelers
Chapter 17. Lean Operating Systems
17-1. Principles of Lean Operating Systems
17-2. Lean Tools and Approaches
17-2a. The 5Ss
17-2b. Visual Controls
17-2c. Single Minute Exchange of Dies (SMED)
17-2d. Small Batch and Single-Piece Flow
17-2e. Quality and Continuous Improvement
17-2f. Total Productive Maintenance
17-3. Lean Six Sigma
17-4. Lean Manufacturing and Service Tours
17-4a. Timken Company
17-4b. Southwest Airlines
17-5. Just-in-Time Systems
17-5a. Operation of a JIT System
17-5b. JIT in Service Organizations
Discussion Questions
Problems and Activities
Community Medical Associates Case Study
17-6. Integrative Case: Hudson Jewelers
Chapter 18. Project Management
18-1. The Scope of Project Management
18-1a. Roles of the Project Manager and Team Members
18-1b. Organizational Structure
18-1c. Factors for Successful Projects
18-2. Techniques for Planning, Scheduling, and Controlling Projects
18-2a. Project Definition
18-2b. Resource Planning
18-2c. Project Scheduling with the Critical Path Method
18-2d. Project Control
18-3. Time/Cost Trade-Offs
18-4. Uncertainty in Project Management
Discussion Questions
Problems and Activities
Alternative Water Supply—Single Project Case Study
18-5. Integrative Case: Hudson Jewelers
Appendix A. Areas for the Cumulative Standard Normal Distribution
Areas for the Cumulative Standard Normal Distribution
Appendix B. Factors for Control Charts
Factors for Control Charts
Appendix C. Random Digits
Random Digits
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