Integrated Operations Management and Student CD Updated

Integrated Operations Management and Student CD Updated

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For the introductory course in Operations Management at both the undergraduate and graduate levels.This is the first OM textbook written with the perspective that most students taking this course are not majoring in Operations. Therefore, while still covering the standard core operations concepts and tools, the authors emphasize two major themes. First, that adding value and customer satisfaction should be the ultimate objective of any firm, and second, integrated operations-that it usually takes coordinated operations, effectively integrated across all functional areas to deliver the combination of service and manufactured value required to satisfy most customers.show more

Product details

  • Mixed media product | 800 pages
  • 205.7 x 263.1 x 36.1mm | 1,655.63g
  • Pearson Education (US)
  • Pearson
  • United States
  • English
  • Subsequent
  • 0130711616
  • 9780130711618

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.show more

About Mark D. Hanna

MARK D. HANNA is a professor in the Management Department of the Richard T. Farmer School of Business Administration at Miami University, Oxford, Ohio. Originally from Sonapurhat, West Bengal, India, he earned his B.A. in Mathematics from LeTourneau University (Longview, Texas). His M.S. in Management and Ph.D. in Industrial Management were earned at Clemson University. In addition to Miami University, Dr. Hanna has taught at Winthrop University and Clemson University. He has taught in the Farmer School's London, England summer program and has received a grant from the U.S. department of State to introduce Quality Management curricula at Kiev State University in Kiev, Ukraine.Prior to his university teaching career, Dr. Hanna worked for Dependa Graphics, a small entrepreneurial enterprise in the printing industry. Like many employees in small businesses, he experienced diverse responsibilities ranging from sales, to financial management, operations management, quality control, process redesign, and project management. More recently, he has worked exclusively with the Ohio Manufacturer's Association to promote Employee Involvement and team-based process improvement practices through their Case Studies in Team ExcellenceSM Competition.Dr. Hanna's research has mainly focused on Operations Strategy, Quality Management, and Environmental issues in OM. It may be found in The Journal of Operations Management, Production and Operations Management, The International Journal of Operations and Production Management, The International Journal of Production Economics, The Journal of Production and Inventory Management, The International Journal of Quality and Reliability Management, and other journals. Dr. Hanna reviews papers for a variety of journals and also serves on the editorial review board of Production and Operations Management as well as The Mid-American Journal of Business. He is a lifetime member of the Production and Operations Management Society and is active in the Decision Science Institute.WILLIAM "ROCKY" NEWMAN is a Professor of Management in the Richard T. Farmer School of Business Administration at Miami university in Oxford, Ohio. He received his B.S. in Business Administration and an M.B.A. from Bowling Green State University in Bowling Green, Ohio. He received his Ph.D. in Management Science from the University of Iowa (1988). In addition to Miami University, he taught in a visiting position at Bowling Green State University.From a practical perspective, Dr. Newman has experienced the operational side of businesses ranging form that of a machine operator in a GM plant to that of a consultant working with Fortune 500 companies that include Cummins Engine, Andrew Jergens, Motorola, and Daimler-Chrysler on a variety of projects. He is very involved with the American Production & Inventory Control Society serving on both local and regional boards.From a scholarly perspective, Dr. Newman has published extensively in the areas of Operations Strategy, Quality Management, Advanced Technology Implementation, and Environmental issues in OM. His work appears in a variety of academic journals including: the International Journal of Production Research, The Journal of Production and Inventory Management, The Journal of Manufacturing Systems, The International Journal of Flexible Manufacturing Systems, the Mid American Journal of Business, The International Journal of Operations and Production Management, The International Journal of Production Economics, The International Journal of Forecasting, Integrated Manufacturing Systems, The International Journal of Quality and Reliability Management, and others. He has been the editor of the Mid-American Journal of Business and serves on the editorial advisory board for the Journal of Operations Management and the Quality Management Journal. He is also an active member of the Decision Sciences Institute.show more

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