Operations Management / Edition 4

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R&S tackles the concept that OM is everywhere. OM concepts include Inventory—(stocking your refrigerator); Organization of Details (organizing a party), etc. OM is not just a mathematically-based idea that is contained within a factory, but rather concepts that affect us daily. Focuses on how Operations Management fits into the business environment.
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Product Details

  • ISBN-13: 9780470325049
  • Publisher: Wiley
  • Publication date: 11/9/2009
  • Edition description: Older Edition
  • Edition number: 4
  • Pages: 704
  • Sales rank: 328,911
  • Product dimensions: 8.20 (w) x 10.10 (h) x 1.10 (d)

Meet the Author

R. Dan Reid is Associate Professor of Operations Management at the Whittemore School of Business and Economics at the University of New Hampshire. He holds a Ph.D. in Operations Management from the Ohio State University, and a B.A. in Business Management from the University of Maryland. During the past twenty years he has taught at The Ohio State University, Ohio University, Bowling Green State University, Otterbein College, and the University of New Hampshire.

Dr. Reid has designed and taught courses for undergraduates, graduates, and executives on topics such as resource management, manufacturing management, introduction to operations management, purchasing management, and manufacturing planning and control systems.

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Table of Contents

Chapter 1. Introduction to Operations Management.

What Is Operations Management?

Differences between Manufacturing and Service Organizations.

Operations Management Decisions.

Plan of This Book.

Historical Development.

Today’s OM Environment.

Operations Management in Practice.

Chapter 2. Operations Strategy and Competitiveness.

The Role of Operations Strategy.

Developing a Business Strategy.

Developing an Operations Strategy.

Strategic Role of Technology.


Chapter 3. Product Design and Process Selection.

Product Design.

The Product Design Process.

Factors Impacting Product Design.

Process Selection.

Designing Processes.

Process Performance Metrics.

Linking Product Design and Process Selection.

Technology Decisions.

Designing Services.

Chapter 4. Supply Chain Management.

What Is a Supply Chain?

Components of a Supply Chain for a Manufacturer.

The Bullwhip Effect.

Supply Chains for Service Organizations.

Major Issues Affecting Supply Chain Management.

The Role of Purchasing.

Sourcing Issues.

Supply Chain Distribution.

Implementing Supply Chain Management.

Supply Chain Performance Metrics.

Trends in Supply Chain Management.

Chapter 5. Total Quality Management.

Defining Quality.

Cost of Quality.

The Evolution of Total Quality Management (TQM).

The Philosophy of TQM.

Quality Awards and Standards.

Why TQM Efforts Fail.

Chapter 6. Statistical Quality Control.

What Is Statistical Quality Control?

Sources of Variation: Common and Assignable Causes.

Descriptive Statistics.

Statistical Process Control Methods.

Control Charts for Variables.

Control Charts for Attributes.

Process Capability.

Six Sigma Quality.

Acceptance Sampling.

Implication for Managers.

Statistical Quality Control in Services.

Chapter 7. Just-in-Time and Lean Systems.

The Philosophy of JIT.

Elements of JIT.

Just-in-time Manufacturing.

Total Quality Management.

Respect for People.

Benefits for JIT.

Implementing JIT.

JIT in Services.

Chapter 8. Forecasting.

Principles of Forecasting.

Steps in the Forecasting Process.

Types of Forecasting Methods.

Time Series Models.

Causal Models.

Measuring Forecast Accuracy.

Selecting the Right Forecasting Model.

Forecasting Software.

Focus Forecasting.

Combining Forecasts.

Collaborative Planning, Forecasting, and Replenishment (CPER).

Chapter 9. Capacity Planning and Facility Location.

Capacity Planning.

Making Capacity Planning Decisions.

Decision Trees.

Location Analysis.

Making Location Decisions.

Chapter 10. Facility Layout.

What Is Layout Planning?

Types of Layouts.

Designing Process Layouts.

Special Cases of Process Layouts.

Group Technology (Cell) Layouts.

Chapter 11. Work System Design.

Designing a Work System.

Job Design.

Methods Analysis.

The Work Environment.

Work Measurement.

Setting Standard Times.


Learning Curves.

Chapter 12. “Independent Demand” Inventory Management.

Types of Inventory.

How Companies Use Their Inventory.

Objectives of Inventory Management.

Relevant Inventory Costs.

ABC Inventory Record Accuracy.

Inventory in Service Organizations.

Determining Order Quantities .

Mathematical Models for Determining Order Quantity.

Why Companies Don’t Always Use the Optimal Order Quantity.

Justifying Smaller Order Quantities.

Determining Safety Stock Levels.

Periodic Review System.

The Single-Period Inventory Model.

Chapter 13. Aggregate Planning.

The Role of Aggregate Planning.

Types of Aggregate Plans.

Aggregate Planning Options.

Evaluating the Current Situation.

Developing the Aggregate Plan.

Chapter 14. Resource Planning.

Enterprise Resource Planning.

The Evolution of ERP.

The Benefits of ERP.

The Cost of ERP Systems.

Material Planning Systems.

An Overview of MRP.

Types of Demand.

Objectives of MRP.

MRP Inputs.

The MRP Explosion Process.

Action Notices.

Comparison of Lot Size Rules.

The Role of Capacity Requirements Planning (CRP).

Chapter 15. Scheduling.

Scheduling Operations.

High-Volume Operations.

Low-Volume Operations.

Scheduling Work.

How to Sequence Jobs.

Measuring Performance.

Comparing Priority Rules.

Sequencing Jobs through Two Work Centers.

Scheduling Bottlenecks.

Theory of Constraints.

Scheduling for Service Organizations.

Developing a Workforce Schedule.

Chapter 16. Project Management.

Project Life Cycle.

Network Planning Techniques.

Estimating the Probability of Completion Dates.

Reducing Project Completion Time.

The Critical Chain Approach.

Appendix A: Solutions to Odd-Numbered Problems.

Appendix B: The Standard Normal Distribution.

Appendix C: P-Chart.

Company Index.

Subject Index.

Supplement A Spreadsheet Modeling: An Introduction.

Supplement B: Introduction to Optimization.

Supplement C: Waiting Line Models.

Supplement D: Master Scheduling and Rough-Cut Capacity Planning.

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