ISBN-10:
0130571199
ISBN-13:
9780130571199
Pub. Date:
11/28/2000
Publisher:
Prentice Hall Professional Technical Reference
Integrated Operations Management: Adding Value for Customers / Edition 1

Integrated Operations Management: Adding Value for Customers / Edition 1

by Mark D. Hanna, W. Rocky Newman
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Overview

  • Excel OM is Prentice Hall's exclusive user-friendly Excel add-in.

Excel OM automatically creates worksheets to model and solve problems. Students select a topic from the pull-down menu, fill in the data, and then Excel will display and graph (where appropriate) the results. This software is great for student homework, "what if" analysis, or classroom demonstrations.

  • Extend+ is a graphic simulation program that allows you to build dynamic models and systems.

A limited version of Extend+ is included on the CD. This version contains 10 manufacturing and service models that correspond to chapter topics. These models are described in Word documents and can be used for homework, team projects, or classroom demonstrations. The limited version of Extend+ is an excellent package for demonstrating operations processes and teaching simulation.

  • Extensive Lecture Notes provide reinforcement of the main points of each chapter and allow students to review the chapter material.

The Lecture Notes are available in both a slide-show format, with audio clips, for in-class viewing, and in a printable format to be used as a helpful study guide.

  • Quizzes allow students to test their understanding of each chapter.

  • Exercises: Miami Rec Center.

These interactive exercises, developed by Scott Sampson in conjunction with the textbook authors, feature operational issues at Miami University's Recreational Center. Each of the 13 exercises ask students to view a short video clip, read about akey topic, and then answer follow-up discussion questions. Students can e-mail their answers to their instructor after they've finished.

Product Details

ISBN-13: 9780130571199
Publisher: Prentice Hall Professional Technical Reference
Publication date: 11/28/2000
Edition description: BOOK&CD
Pages: 777
Product dimensions: 6.50(w) x 1.50(h) x 9.50(d)

Read an Excerpt

PREFACE:

PREFACE

WHY DID WE WRITE THIS BOOK?

We started our study of operations management (OM) in the early 1980s and began teaching the subject during our doctoral studies later that decade. And OM has held our fascination—today we're still students of the subject.

Since taking our first course in operations, a lot has changed in business and in OM. Many firms have adopted the just-in-time management system. Total quality management has changed the way we think about employees, customers, suppliers, business processes, and quality. Business process re-engineering has helped firms achieve revolutionary process improvements. The practice of theory of constraints has allowed firms to better manage facilities containing capacity-constrained resources.

There has also been a dramatic shift in OM from a traditional, manufacturing focus to a focus on the service sector. Many businesses are now managed from a cross-functional perspective, which emphasizes how operations issues affect—and are affected by—all the areas of a firm.

Along with these developments has been the computer revolution. Think back on what the business world was like without PCs, Internet service providers, the World Wide Web, dot-coms, information systems, and the software that runs on information systems. E-commerce and supply chain management—the most recent products of this new computer infrastructure—are central to state-of-the-art OM. Frankly, if the OM courses that we took were taught today, they'd be as useful as an 8-track tape player.

Over the years, we've noticed that OM books have generally kept up with thechanges by adding a chapter about the latest developments in OM to the traditional content. But not integrating these changes into the entire text has created some problems for instructors. For example, a chapter on total quality management would suggest the importance of customer-focused operations as well as cross-training workers and including them in improvement efforts. Later chapters on location and scheduling issues would then ignore these concepts and present cost-centered local optimization models, while job design content would focus heavily on job specialization through traditional work standards approaches. Similarly, a chapter on just-in-time systems would present suggestions for customer and supplier relationship management but would not explain how those concepts fit (or didn't fit) in other operational environments.

Further, service operations were usually treated as separate from manufacturing operations, even though most customers expect (and most businesses provide) a combination of service and manufactured value. The service content seemed to always follow the manufacturing content as an obligatory end-of-chapter appendix.

As a result of the add-on approach, we became increasingly frustrated in our efforts to teach a current, state-of-the-art, OM course to non-operations majors. We needed a book that integrated the changes of the last twenty years into each topic area. Also, we needed a book that helped business majors integrate their knowledge of other functional areas with what they were learning in OM. We didn't think any of the available texts met these needs, so we developed such a book—and this is the result.

KEY STRENGTHS

  • The book focuses on satisfying customers. We present OM as the part of a company that provides the value customers require, but OM must work effectively with other functional areas to achieve that value. So our focus on satisfying customers requires that we present every topic from a cross-functional business perspective, not from functional perspective focused entirely on operations management.
  • The book has internal consistency We do not treat recent developments as chapter; or supplement add-ons. Instead, coverage in all operational areas influenced by recent developments reflects current practice. So, perspectives found in our coverage of supply chain management, e-commerce, and total quality management arcs reflected in our coverage of other operations topics.
  • The book integrates service and manufacturing. Because customers usually buy a package of service and manufactured value, the OM function in most companies hay to create a product-service bundle. We avoid the artificial separation between service operations management and manufacturing operations management.
  • The book is not designed around operational tools and models. We present decision-making tools and models that operations managers use as factors in business decisions, not as the force that drives the decisions. Before we present any tool, we tell students how, and in what situations, it applies.
  • The book's organization reflects the business context of operations. For example, we don't have chapters based on a particular type of tool, such as forecasting or material requirements planning (MRP). Instead, we discuss these tools in their business contexts-how they help businesspeople make decisions.

Pedagogical Features in the Book

In writing this fully integrated OM text, focused on approaches that provide the value required to satisfy customers, we provide pedagogical features that reinforce they book's uniqueness. Among these features are:

  • Back at the Rec Center: a conversation between four fictional managers, at the beginning of each chapter, that provides practical insight into chapter issues. The managers are a chief of operations for a small, growing airline; a hospital administrator; a marketing manager for a large electronics firm; and a production supervisor for a privately owned furniture manufacturer. In Chapter 6 (Quality Improvement Tools) for example, the manager of the large electronics firm gets help from the other managers in improving the casings and buttons on the firm's pagers. This feature allows us to illustrate OM concepts in depth because we don't need to repeat the descriptions of operations at the managers' firms.
  • Integrating OM with Other Functions: a section and figure in each chapter that highlights the relevance of the chapter's material to professionals in other functional areas. For example, this section in Chapter 2, Supply Chain Strategy explains that marketing and engineering are most affected by supply chain configuration strategies.
  • Illustrations of chapter content from Miami University's Recreation Center: a section in each chapter that illustrates some aspect of the chapter's content in the operations of a typical college recreational facility. The purpose of this feature is to illustrate how operations are applied in a facility that most students are familiar with.
  • E-commerce perspectives: found throughout the text where relevant. For example, Chapter 12, which focuses on inventory management and master scheduling issues, contains significant content on enterprise resources planning systems and electronic data interchange. Similarly Chapter 8 discusses geographic information systems in the context of location decisions.
  • Real-world examples woven into the text: examples from both service-intensive and manufacturing-intensive businesses. For example, our chapter on material planning and scheduling in complex environments contains information about the yield management practices of major airlines as well as the practices of Hill-Rom corporation (America's leading manufacturer of hospital furniture).
  • "Integrated Operations Management: Satisfying Customers at. . ." boxed inserts: succinct illustrations of current companies' integrated operations practices, found in each chapter.
  • Integrating Operations Management: a section in each chapter that describes the main links between the chapter's topics and other topics covered elsewhere in the text.
  • End of chapter materials including Key Words, Solved Problems, Discussion Questions, Problems, and Cases: designed to stress the integrated nature of the chapter's coverage as well as reinforce the OM topics covered.

Add Value to Your Course with these Student Ancillaries

A Free Student CD-ROM
The CD-ROM to accompany this book contains Excel OM, ExtendLT, extensive lecture notes, quizzes, and interactive exercises based on Miami University's Recreation Center.

  • Excel OM is Prentice Hall's exclusive user-friendly Excel Add-in. Excel OM automatically creates worksheets to model and solve problems. Users select a topic from the pull-down menu, fill in the data, and then Excel will display and graph (where appropriate) the results. This software is great for student homework, "what if" analysis, or classroom demonstration.
  • Extend LT is a graphic simulation program that allows you to build dynamic models and systems. The version contained in this textbook is a limited version, but it is a very rich package complete with tutorials, an online manual, and "save and print" capabilities. In addition, the version contains 10 manufacturing and service models that correspond to chapter topics. These models, prepared by Robert Klassen of University of Western Ontario, are described in Word documents and can be used for homework, team projects, and classroom demonstrations. The limited version of Extend is an excellent package for demonstrating operations processes and teaching simulation.
  • Extensive lecture notes provide reinforcement of the main points of each chapter and allow students to review the chapter material. The Lecture notes are available in both a slide-show format, with audio clips, for in-class viewing, and in a printable format to be used as a helpful study guide.
  • Quizzes allow students to test their understanding of each chapter
  • Interactive exercise—Miami Recreation Center. These interactive exercises, developed by Scott Sampson of Brigham Young University, feature operational issues at Miami University's Recreation Center. Each of the 13 exercises ask students to view a short video clip, read about a key topic, and then answer follow-up discussion questions. Students can e-mail answers to their instructor after they're done.

MyPHLIP: Prentice Hall's Learning on the Internet Partnership
MyPHLIP is a companion Web site that allows students and professors to create their own personal access page to all of the book's online resources. Students and professors can use the personal reminder and reference features, download key book resources (such as Power Point slides), and search all myPHLIP resources for relevant articles and exercises. Visit www.prehall.com/hanna

More Ancillaries

In addition to the free CD-ROM and myPHLIP, Integrated Operations Management comes with these student and instructor ancillaries.

Instructor's Resource Manual:
A complete instructor's manual that includes sample course outlines, such as quantitative, case-oriented, service-oriented, and MBA-level course outlines. Video notes, a bibliography of OM Web sites, Internet exercises, and faculty notes compliment our PowerPoint lecture presentations. 013032690-9

Instructor's Solutions Manual:
Provides solutions for all cases and problems in the textbook. 013-032697-6

Test Item File:
Includes true/false, multiple-choice, short-essay, and quantitative problems. Because this test item file provides the difficulty level, as well as the section and subject reference for each question, instructors can build "balanced" tests. 013-032695-X

PHLIP/CW:
Provides updated articles and Internet exercises, as well as numerous helpful student and faculty resources. The interactive study guide for students provides challenging quizzes for test preparation and mastery of knowledge in OM. www.prenhall.com/hanna

Videos:
Includes clips of topics in OM from various companies, plus clips that are specific to the Miami Recreation Center in the book. The book-specific clips feature operations in a service environment.

Instructor's Resource CD-ROM:
Provides word documents of all print ancillaries. Also provides PowerPoint lecture presentations and a computerized test bank. 013-032698-4

Table of Contents

I. LINKING OPERATIONS MANAGEMENT TO CUSTOMER EXPECTATIONS.

1. Developing a Customer Orientation.
Operations Managers at the Recreation Center. Introduction. Integrating Operations Management with Other Functions. What Is Operations Management? Operations Management in the Age of E-Commerce. Miami's New Recreation Center: Service-Intensive Operations Management. Customer Service: The Purpose of Organizations. Well-Managed Operations: The Source of Customer Satisfaction. Integrating Operational Decisions. Summary. Key Terms. Discussion Questions. Case 1.1: Mitchellace: Manufacturing-Intensive Operations Management.

Supplement A: History and Trends in OM.
Introduction. The Chronological Development of Operations Management. Current Trends Influencing the Field of Operations Management. Key Terms. Discussion Questions. References.

2. Supply-Chain Strategy: Aligning Operations with Customer Expectations and Supplier Processes.
... Back at the Rec Center. Introduction. Integrating Operations Management with Other Functions. Supply-Chain Management: From Henry Ford to E-Commerce. Supply-Chain Management Decisions. Supply-Chain Configurations Strategies. Supply-Chain Coordination Strategies. Improving Supply-Chains: Seven Principles. Integrating Operational Decisions. Summary. Key Terms. Discussion Questions. References. Case 2.1: Manufacturers Squeeze Retailers.

Chapter 3. Operations Strategy:Aligning Operations within the Firm.
... Back at the Rec Center. Introduction. Integrating Operations Management with Other Functions. What Is a Strategy? The Strategic Decision Hierarchy. Effective Alignment of Operational Decisions. Miami's Student Recreation Center—a Hybrid Service Process. Strategic Integration of Operational Decisions. Environmental Excellence and Operations Strategy. Integrating Operational Decisions. Summary. Key Terms. Discussion Questions. References. Case 3.1: Motel 6 Is Still a Cheap Sleep, but with New Strategies.

Supplement B: Decision Analysis.
The Components of a Decision Problem. Types of Decision Problems. Utility: An Alternative to Dollar Value. Summary. Key Terms. Solved Problems. Discussion Questions. Problems.

4. Designing the Product-Service Bundle.
... Back at the Rec Center. Introduction. Integrating Operations Management with Other Functions. Designing a Product-Service Bundle at Miami's Rec Center. Tasks in the Design of Product-Service Bundles. The Traditional Approach to the Design of Product-Service Bundles. The Modern Approach to the Design of Product-Service Bundles. Tools That Are Useful in Designing Products and Services. Integrating Operational Decisions. Summary. Key Terms. Solved Problems. Discussion Questions. Problems. References. Case 4.1: Real Queasiness in Virtual Reality.

II. SYSTEMS AND TOOLS FOR THE IMPROVEMENT OF CUSTOMER SATISFACTION.

5. Total Quality Management.
... Back at the Rec Center. Introduction. Integrating Operations Management with Other Functions. Committing to Total Quality. Committing to the Customer at the Student Recreation Center. Shifting Paradigms of Management. Leaders of the Quality Movement in the United States. Quality Awards and Certifications. Quality Management and the Environment. Integrating Operational Decisions. Summary. Key Terms. Discussion Questions. References. Case 5.1: Quality and Customer Service at the IRS.

6. Quality Improvement Tools.
... Back at the Rec Center. Introduction. Integrating Operations Management with Other Functions. Three Stages of Quality Management. Tools for Detection of Quality Problems. Tools for Prevention of Quality Problems. Tools for Ongoing Improvement. Solving the Music Dilemma at the Student Recreation Center. Integrating Operational Decisions. Summary. Key Terms. Solved Problems. Discussion Questions. Problems. References. Case 6.1: AAA Seeks to Reduce Roadside Assistance Costs.

III. THE PHYSICAL DESIGN OF OPERATIONAL SYSTEMS.

7. Designing the Value-Adding System.
... Back at the Rec Center. Introduction. Integrating Operations Management with Other Functions. Determining System Requirements. System Design Factors. System Design Factors at Miami's Rec Center. Process Choice. Facility Focus. Business Process Reengineering. Integrating Operational Decisions. Summary. Key Terms. Solved Problems. Discussion Questions. Problems. References. Case 7.1: Having Fun Flying Southwest Airlines.

8. Building the Global Supply Chain: Facility Capacity and Location Decisions.
... Back at the Rec Center. Introduction. Integrating Operations Management with Other Functions. Long-Term Capacity Issues. The Economics of Capacity Decisions. Location Decisions. Locating Miami's Student Rec Center. Decision-Making Tools for Locating Facilities. Integrating Operational Decisions. Summary. Key Terms. Solved Problems. Discussion Questions. Problems. References. Case 8.1: Contrasting Location Decisions for American and German Firms.

Supplement C: Mathematical Optimization.
Introduction. Linear Programming. The Transportation Model. Summary. Key Terms. Solved Problems. Discussion Questions. Problems.

9. Facility Layout Decisions.
... Back at the Rec Center. Introduction. Integrating Operations Management with Other Functions. General Layout Types. Layout Decisions and Competitiveness. Considerations That Drive Layout Decisions. Tools to Help with Process-Oriented Layout Decisions. Line Balancing for Product-Oriented Layouts. Integrating Operational Decisions. Summary. Key Terms. Solved Problems. Discussion Questions. Problems. References. Case 9.1: Process Oriented Service Layout at Lloyd's of London.

10. Job Design.
... Back at the Rec Center. Introduction. Integrating Operations Management with Other Functions. Work Standards Approaches. The Job Characteristics Model. Designing Jobs at the Student Recreation Center. The Socio-Technical Systems Approach. Employee Involvement and the High-Performance Workplace. The Service Profit Chain. Job Design and Competitive Priorities. Integrating Operational Decisions. Summary. Key Terms. Discussion Questions. References. Case 10.1: Attitude Adjustment in East LA (A True Story).

IV. THE MANAGEMENT OF OPERATIONAL SYSTEMS.

11. Aggregate Planning.
... Back at the Rec Center. Introduction. Integrating Operations Management with Other Functions. Planning for the Intermediate Term. Aggregate Planning Variables. Special Aggregate Planning Considerations in Service Environments. Aggregate Planning at Miami's Student Rec Center. General Aggregate Planning Strategies. Aggregate Planning Methods. E-Commerce, Supply Chain Management and Aggregate Planning. Integrating Operational Decisions. Summary. Key Terms. Solved Problems. Discussion Questions. Problems. Case 11.1: American On-Line Underestimates Demand.

Supplement D: Forecasting.
Introduction. Choosing a Forecasting Method. Forecasting Model Types. Times Series Components. Short Term Forecasting. Measuring Forecast Accuracy. Estimating Trend. Estimating and Using Seasonal Indexes. Summary. Key Terms. Solved Problems. Discussion Questions. Problems.

12. Supply-Chain Coordination: Master Scheduling and Inventory Decisions.
... Back at the Rec Center. Introduction. Integrating Operations Management with Other Functions. Master Scheduling: Supply Chain Coordination Decisions. Rough-Cut Capacity Planning. Independent Demand Inventory: Competitive Considerations. Independent Demand Inventory Models. E-Commerce Based Improvements to Master Scheduling and Inventory Management. Integrating Operational Decisions. Summary. Key Terms. Solved Problems. Discussion Questions. Problems. References. Case 12.1: Dreyer's ERP System Provides Fresher Ice Cream.

Supplement E: Stochastic Independent Demand Inventory Models.
Lead Time and the Reorder Point. Determining the Reorder Point When Demand Is Probabilistic. Periodic Review Systems. Summary. Key Terms. Solved Problem. Discussion Questions. Problems.

13. Planning and Control in Just-in-Time Systems.
... Back at the Rec Center. Introduction. Integrating Operations Management with other Functions. Overview of JIT Systems. Scheduling and Capacity Management in JIT Systems. Material Planning. Kanban Systems. Two Kanban Systems at the Student Recreation Center. JIT in Services. Integrating Operational Decisions. Summary. Key Terms. Solved Problem. Discussion Questions. Problems. Case 13.1: Madame Alexander Dolls Moves Toward JIT with Kaizen.

14. Planning and Control in Synchronous Value-Adding Systems.
... Back at the Rec Center. Introduction. Integrating Operations Management with Other Functions. A Simple Synchronous Value-Adding System. Applicability of Synchronous Planning and Control. Overview of Synchronous Systems. Supply-Chain Impact of Synchronous Planning and Control. Detailed Scheduling: The Drum-Buffer-Rope System. Bottlenecks at the Student Recreation Center. Integrating Operational Decisions. Summary. Key Terms. Solved Problems. Discussion Questions. Problems. References. Case 14.1: The World's Highest Bottleneck—The Hillary Step.

15. Planning and Control in Material Requirements Planning Systems.
... Back at the Rec Center. Introduction. Integrating Operations Management with Other Functions. Where to Use MRP Planning and Control. Overview of a Material Requirements Planning System. MRP System Logic. An MRP Application. Managing MRP Systems. Supply-Chain Impact of an MRP System. Detailed Scheduling in an MRP Environment. Scheduling at Miami's Student Rec Center. Integrating Operational Decisions. Summary. Key Terms. Solved Problems. Discussion Questions. Problems. References. Case 15.1: The World's Dirtiest Scheduling Problem.

Supplement F: Queuing Analysis.
Introduction. The Components of a Queuing System. Transient and Steady-State Behavior. The Basic Single-Server Model (M/M/1). The Multiple-Server Exponential Service Time Model (M/M/S). Finite Queue Models. Finite Population Models. Designing Queuing Systems. Summary. Key Terms. Solved Problems. Discussion Questions. Problems.

16. Project Management.
... Back at the Rec Center. Introduction. Integrating Operations Management with Other Functions. Characteristics of the Project Management Organization. The Project Management Body of Knowledge. Projects at Miami's Student Rec Center. The Project Management Life-Cycle. Planning and Control in Project Management. Detailed Scheduling Using Network Modeling. Integrating Operational Decisions. Summary. Key Terms. Discussion Questions. References. Case 16.1: The Superconducting Super Collider (SSC) Project.

Supplement G: Project Planning with PERT and CPM.
Introduction. Analyzing PERT/CPM Networks. Time-Cost Tradeoffs or Project Crashing. Probability in PERT Networks. Summary. Key Terms. Solved Problems. Discussion Question. Problems.

Appendix.
Glossary.
Photo Credits.
Index.

Preface

PREFACE

WHY DID WE WRITE THIS BOOK?

We started our study of operations management (OM) in the early 1980s and began teaching the subject during our doctoral studies later that decade. And OM has held our fascination—today we're still students of the subject.

Since taking our first course in operations, a lot has changed in business and in OM. Many firms have adopted the just-in-time management system. Total quality management has changed the way we think about employees, customers, suppliers, business processes, and quality. Business process re-engineering has helped firms achieve revolutionary process improvements. The practice of theory of constraints has allowed firms to better manage facilities containing capacity-constrained resources.

There has also been a dramatic shift in OM from a traditional, manufacturing focus to a focus on the service sector. Many businesses are now managed from a cross-functional perspective, which emphasizes how operations issues affect—and are affected by—all the areas of a firm.

Along with these developments has been the computer revolution. Think back on what the business world was like without PCs, Internet service providers, the World Wide Web, dot-coms, information systems, and the software that runs on information systems. E-commerce and supply chain management—the most recent products of this new computer infrastructure—are central to state-of-the-art OM. Frankly, if the OM courses that we took were taught today, they'd be as useful as an 8-track tape player.

Over the years, we've noticed that OM books have generally kept up with the changesby adding a chapter about the latest developments in OM to the traditional content. But not integrating these changes into the entire text has created some problems for instructors. For example, a chapter on total quality management would suggest the importance of customer-focused operations as well as cross-training workers and including them in improvement efforts. Later chapters on location and scheduling issues would then ignore these concepts and present cost-centered local optimization models, while job design content would focus heavily on job specialization through traditional work standards approaches. Similarly, a chapter on just-in-time systems would present suggestions for customer and supplier relationship management but would not explain how those concepts fit (or didn't fit) in other operational environments.

Further, service operations were usually treated as separate from manufacturing operations, even though most customers expect (and most businesses provide) a combination of service and manufactured value. The service content seemed to always follow the manufacturing content as an obligatory end-of-chapter appendix.

As a result of the add-on approach, we became increasingly frustrated in our efforts to teach a current, state-of-the-art, OM course to non-operations majors. We needed a book that integrated the changes of the last twenty years into each topic area. Also, we needed a book that helped business majors integrate their knowledge of other functional areas with what they were learning in OM. We didn't think any of the available texts met these needs, so we developed such a book—and this is the result.

KEY STRENGTHS

  • The book focuses on satisfying customers. We present OM as the part of a company that provides the value customers require, but OM must work effectively with other functional areas to achieve that value. So our focus on satisfying customers requires that we present every topic from a cross-functional business perspective, not from functional perspective focused entirely on operations management.
  • The book has internal consistency We do not treat recent developments as chapter; or supplement add-ons. Instead, coverage in all operational areas influenced by recent developments reflects current practice. So, perspectives found in our coverage of supply chain management, e-commerce, and total quality management arcs reflected in our coverage of other operations topics.
  • The book integrates service and manufacturing. Because customers usually buy a package of service and manufactured value, the OM function in most companies hay to create a product-service bundle. We avoid the artificial separation between service operations management and manufacturing operations management.
  • The book is not designed around operational tools and models. We present decision-making tools and models that operations managers use as factors in business decisions, not as the force that drives the decisions. Before we present any tool, we tell students how, and in what situations, it applies.
  • The book's organization reflects the business context of operations. For example, we don't have chapters based on a particular type of tool, such as forecasting or material requirements planning (MRP). Instead, we discuss these tools in their business contexts-how they help businesspeople make decisions.

Pedagogical Features in the Book

In writing this fully integrated OM text, focused on approaches that provide the value required to satisfy customers, we provide pedagogical features that reinforce they book's uniqueness. Among these features are:

  • Back at the Rec Center: a conversation between four fictional managers, at the beginning of each chapter, that provides practical insight into chapter issues. The managers are a chief of operations for a small, growing airline; a hospital administrator; a marketing manager for a large electronics firm; and a production supervisor for a privately owned furniture manufacturer. In Chapter 6 (Quality Improvement Tools) for example, the manager of the large electronics firm gets help from the other managers in improving the casings and buttons on the firm's pagers. This feature allows us to illustrate OM concepts in depth because we don't need to repeat the descriptions of operations at the managers' firms.
  • Integrating OM with Other Functions: a section and figure in each chapter that highlights the relevance of the chapter's material to professionals in other functional areas. For example, this section in Chapter 2, Supply Chain Strategy explains that marketing and engineering are most affected by supply chain configuration strategies.
  • Illustrations of chapter content from Miami University's Recreation Center: a section in each chapter that illustrates some aspect of the chapter's content in the operations of a typical college recreational facility. The purpose of this feature is to illustrate how operations are applied in a facility that most students are familiar with.
  • E-commerce perspectives: found throughout the text where relevant. For example, Chapter 12, which focuses on inventory management and master scheduling issues, contains significant content on enterprise resources planning systems and electronic data interchange. Similarly Chapter 8 discusses geographic information systems in the context of location decisions.
  • Real-world examples woven into the text: examples from both service-intensive and manufacturing-intensive businesses. For example, our chapter on material planning and scheduling in complex environments contains information about the yield management practices of major airlines as well as the practices of Hill-Rom corporation (America's leading manufacturer of hospital furniture).
  • "Integrated Operations Management: Satisfying Customers at. . ." boxed inserts: succinct illustrations of current companies' integrated operations practices, found in each chapter.
  • Integrating Operations Management: a section in each chapter that describes the main links between the chapter's topics and other topics covered elsewhere in the text.
  • End of chapter materials including Key Words, Solved Problems, Discussion Questions, Problems, and Cases: designed to stress the integrated nature of the chapter's coverage as well as reinforce the OM topics covered.

Add Value to Your Course with these Student Ancillaries

A Free Student CD-ROM
The CD-ROM to accompany this book contains Excel OM, ExtendLT, extensive lecture notes, quizzes, and interactive exercises based on Miami University's Recreation Center.

  • Excel OM is Prentice Hall's exclusive user-friendly Excel Add-in. Excel OM automatically creates worksheets to model and solve problems. Users select a topic from the pull-down menu, fill in the data, and then Excel will display and graph (where appropriate) the results. This software is great for student homework, "what if" analysis, or classroom demonstration.
  • Extend LT is a graphic simulation program that allows you to build dynamic models and systems. The version contained in this textbook is a limited version, but it is a very rich package complete with tutorials, an online manual, and "save and print" capabilities. In addition, the version contains 10 manufacturing and service models that correspond to chapter topics. These models, prepared by Robert Klassen of University of Western Ontario, are described in Word documents and can be used for homework, team projects, and classroom demonstrations. The limited version of Extend is an excellent package for demonstrating operations processes and teaching simulation.
  • Extensive lecture notes provide reinforcement of the main points of each chapter and allow students to review the chapter material. The Lecture notes are available in both a slide-show format, with audio clips, for in-class viewing, and in a printable format to be used as a helpful study guide.
  • Quizzes allow students to test their understanding of each chapter
  • Interactive exercise—Miami Recreation Center. These interactive exercises, developed by Scott Sampson of Brigham Young University, feature operational issues at Miami University's Recreation Center. Each of the 13 exercises ask students to view a short video clip, read about a key topic, and then answer follow-up discussion questions. Students can e-mail answers to their instructor after they're done.

MyPHLIP: Prentice Hall's Learning on the Internet Partnership
MyPHLIP is a companion Web site that allows students and professors to create their own personal access page to all of the book's online resources. Students and professors can use the personal reminder and reference features, download key book resources (such as Power Point slides), and search all myPHLIP resources for relevant articles and exercises. Visit www.prehall.com/hanna

More Ancillaries

In addition to the free CD-ROM and myPHLIP, Integrated Operations Management comes with these student and instructor ancillaries.

Instructor's Resource Manual:
A complete instructor's manual that includes sample course outlines, such as quantitative, case-oriented, service-oriented, and MBA-level course outlines. Video notes, a bibliography of OM Web sites, Internet exercises, and faculty notes compliment our PowerPoint lecture presentations. 013032690-9

Instructor's Solutions Manual:
Provides solutions for all cases and problems in the textbook. 013-032697-6

Test Item File:
Includes true/false, multiple-choice, short-essay, and quantitative problems. Because this test item file provides the difficulty level, as well as the section and subject reference for each question, instructors can build "balanced" tests. 013-032695-X

PHLIP/CW:
Provides updated articles and Internet exercises, as well as numerous helpful student and faculty resources. The interactive study guide for students provides challenging quizzes for test preparation and mastery of knowledge in OM. www.prenhall.com/hanna

Videos:
Includes clips of topics in OM from various companies, plus clips that are specific to the Miami Recreation Center in the book. The book-specific clips feature operations in a service environment.

Instructor's Resource CD-ROM:
Provides word documents of all print ancillaries. Also provides PowerPoint lecture presentations and a computerized test bank. 013-032698-4

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