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About 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.
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.
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.
The Product Design Process.
Factors Impacting Product Design.
Process Performance Metrics.
Linking Product Design and Process Selection.
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.
Supply Chain Distribution.
Implementing Supply Chain Management.
Supply Chain Performance Metrics.
Trends in Supply Chain Management.
Chapter 5. Total Quality Management.
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.
Statistical Process Control Methods.
Control Charts for Variables.
Control Charts for Attributes.
Six Sigma Quality.
Implication for Managers.
Statistical Quality Control in Services.
Chapter 7. Just-in-Time and Lean Systems.
The Philosophy of JIT.
Elements of JIT.
Total Quality Management.
Respect for People.
Benefits for JIT.
JIT in Services.
Chapter 8. Forecasting.
Principles of Forecasting.
Steps in the Forecasting Process.
Types of Forecasting Methods.
Time Series Models.
Measuring Forecast Accuracy.
Selecting the Right Forecasting Model.
Collaborative Planning, Forecasting, and Replenishment (CPER).
Chapter 9. Capacity Planning and Facility Location.
Making Capacity Planning Decisions.
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.
The Work Environment.
Setting Standard Times.
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.
The MRP Explosion Process.
Comparison of Lot Size Rules.
The Role of Capacity Requirements Planning (CRP).
Chapter 15. Scheduling.
How to Sequence Jobs.
Comparing Priority Rules.
Sequencing Jobs through Two Work Centers.
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.
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.