Pub. Date:
McGraw-Hill Companies, The
Operations Management: Contemporary Concepts and Cases / Edition 2

Operations Management: Contemporary Concepts and Cases / Edition 2

by Roger G. Schroeder
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Operations Management: Contemporary Concepts and Cases, is an ideal book for the instructor seeking a short text with cases. This book employs a cross-functional perspective, appealing to non-majors and practical for use in an MBA level course in operations management. The size and price of the book also make the text attractive for the cross-functional curriculum where students are required to purchase more than one text. The cases offer variety in length and rigor; and several are from Harvard and Darden. This mix makes the book appropriate for both undergraduates and MBA students.

Product Details

ISBN-13: 9780072498912
Publisher: McGraw-Hill Companies, The
Publication date: 07/28/2003
Series: The McGraw-Hill/Irwin Series in Operations and Decision Sciences
Edition description: Older Edition
Pages: 520

About the Author

Roger G. Schroeder holds the Donaldson Chair in Operations Management at the Curtis L. Carlson School of Management, University of Minnesota. He is also the Co-Director of the Juran Center for Leadership in Quality and has earned an appointment as a Distinguished Teaching Professor. He received the B.S. degree in Industrial Engineering with high distinction from the University of Minnesota, MSIE University of Minnesota and Ph.D. from Northwestern University. Prior to joining the University of Minnesota, he taught at the U.S. Naval Postgraduate School, Monterey, California, and was an analyst for the office of the Assistant Secretary of Defense. Professor Schroeder has received research grants from the Ford Foundation, American Production and Inventory Control Society, Exxon Education Foundation and the National Science Foundation. He is a recipient of the Morse Award for outstanding teaching at the University of Minnesota.

Table of Contents

Part I: Introduction

1. The Operations Function

2. Operations and Supply Chain Strategy

3. Product Design
Part II: Process Design

4. Process Selection

5. Service Process Design

6. Lean Systems

7. Process-Flow Analysis
Part III: Quality

8. Managing Quality

9. Quality Control and Improvement
Part IV: Capacity and Scheduling

10. Supply Chain Management

11. Forecasting

12. Facilities and Aggregate Planning

13. Scheduling Operations

14. Project Planning and Scheduling
Part V: Inventory

15. Independent-Demand Inventory

16. Materials Requirement Planning and ERP
Part VI: Case Studies



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