Verfügbarkeit: Operations management

Operations management: strategy and analysis

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Bibliographische Detailangaben
Hauptverfasser:	Krajewski, Lee J. (VerfasserIn), Ritzman, Larry P. (VerfasserIn)
Format:	Buch
Sprache:	English
Veröffentlicht:	Reading, Mass. [u.a.] Addison-Wesley 1996
Ausgabe:	4. ed.
Schlagworte:	Productiemanagement Production - Gestion Production management Produktion Management
Online-Zugang:	Inhaltsverzeichnis
Beschreibung:	ISBN 0-201-82293-8 mit Diskette (9 cm) u.d.T.: Hall, Owen P.: Computer Models for Operations Management
Beschreibung:	XXXI, 878 S. Ill., graph. Darst.
ISBN:	0201607158 0201822938

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Datensatz im Suchindex

_version_	1804126133480849408
adam_text	BRIEF CONTENTS X Chapter 1 Operations As a Competitive Weapon 1 PART ONE Strategic Choices A Chapter 2 Operations Strategy 27 Supplement A Decision Making 72 X. Chapter 3 Process Management 93 Supplement B Computer Integrated Manufacturing 131 X Chapter 4 Total Quality Management 139 X Chapter 5 Statistical Process Control 179 Supplement C Acceptance Sampling 217 PART TWO Design Decisions Chapter 6 Work Force Management 231 Supplement D Learning Curves 263 Chapter 7 Capacity 274 Supplement E Waiting Line Models 303 Supplement F Simulation Analysis 323 Chapter 8 Location 336 Supplement G Transportation Method 377 Chapter 9 Layout 397 PART THREE Operating Decisions Chapter 10 Forecasting 452 Chapter 11 Materials Management 505 Chapter 12 Independent Demand Inventory Systems 539 Supplement H Special Inventory Models 573 Chapter 13 Aggregate Planning 588 Supplement I Linear Programming 627 Chapter 14 Material Requirements Planning 662 V Chapter IS Just in Time Systems 721 Chapter 16 Scheduling 751 Chapter 17 Managing Complex Projects 786 Appendix 1 Financial Analysis 836 Appendix 2 Normal Distribution 847 Appendix 3 Cumulative Poisson Probabilities 848 Appendix 4 Table of Random Numbers 851 Answers to Selected Problems 852 Name Index 857 Company Index 862 Subject Index 866 xv CONTENTS Chapter 1 Operations As a Competitive Weapon 1 What Is Operations Management? 3 Differences and Similarities Between ^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^ Manufacturing and Services 4 PHBEH^fl^^^^^^^^^^^^^^^^l Differences 4 i^^^l^^l^^^^^^^^^^^^^^^^^l Similarities 6 j^^H^^I^^^^^^^^^^^^^^^^^^^^^^^I Trends in Operations Management 7 ^^^^^^^^^^^^^^^^^^^^^^^^^^^H Service Sector Growth 7 ^^^^^^^^^^^^^^^M^^^^^^^^^^^^^^J Productivity Changes 8 ^^^^^^^^^^^^^^^^K^^H^^^^^^B Global Competition 11 ^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^H Managerial Practice 1.1 IHk^^^^^^^^^^^HN^^^^^^^^^H Successful Japanese Owned Facilities in the United States 12 ^^H^^^^^^HhS^M^S ^^^^^^^^I Competition Based on Quality, Time, and Technology 12 ^^^^^^^^^¦^^^KH^^^^^^^^^^^^^^H Continuous Improvement 13 ^^^^^^^^^^^^^^^^^^^^^^^^^^^H Environmental, Ethical, and Work Force ^^I^^^^^^BI^^^^^^^^^^^^^^^^^^^H Diversity Issues 14 ^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^H Operations Management and the Organization 15 ^^^^^^^^^^^^^^^^^^^^^^^^^^^H Operations Management As a Functional Area 15 ^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^H Operations Management As an ^^^^^^^^^^^^^^^^^^^^^^^^^^^H Interfunctional Concern 16 ^^^^^^^^^^^^^^^^^^^^^^^^^^^\| Operations Management As a Competitive Weapon 19 HH^HI^^^^^^^^^I^^IH^^HlB9i Managerial Practice 1.2 Meeting the Competitive Challenge 20 CASE: Chad s Creative Concepts 25 Part One STRATEGIC CHOICES Chapter 2 Operations Strategy 27 Corporate Strategy 30 Strategic Choices 30 Global Strategies 32 Managerial Practice 2.1 Strategic Alliances Are Risky 33 Market Analysis 34 Market Segmentation 34 Needs Assessment 35 Competitive Priorities 36 xvii xviii Contents Managerial Practice 2.2 Linking Corporate Strategy to Operations Through Competitive Priorities 37 Cost 36 Quality 36 Time 38 Managerial Practice 2.3 Time Based Competition 39 Flexibility 40 Managerial Practice 2.4 Competitive Priorities of Various Firms 41 Trade Offs 41 Shifts in Competitive Priorities 42 Product or Service Life Cycles 42 Entrance Exit Strategies 45 Positioning Strategy 46 A Continuum of Strategies 48 Manufacturing Strategies Based on Positioning Strategy 50 Positioning Strategy and Competitive Priorities 51 Touring a Process Focused Facility: Lower Florida Keys Health System 52 Service Plans, Competitive Priorities, and Quality 52 Process Management, Technology, and Job Design 52 Capacity and Location 53 The Big Picture: Layout and Flow at LFKHS 53 Materials Management, Staffing Plans, Inventory, and Scheduling 56 Contents XIX Touring a Product Focused Facility: Chaparral Steel 57 Product Plans, Competitive Priorities, and Quality 57 Process Management 58 Technology and Job Design 59 Capacity and Location 60 The Big Picture: Layout and Flow at Chaparral Steel 60 Materials Management, Production Plans, Scheduling, and Inventory 61 Differences Between LFKHS and Chaparral Steel 64 CASE: BSB, Inc.: The Pizza Wars Come to Campus 69 Supplement A Decision Making 72 Break Even Analysis 72 Evaluating Products or Services 72 Evaluating Processes 75 Preference Matrix 76 Decision Theory 77 Decision Making Under Certainty 77 Decision Making Under Uncertainty 78 Decision Making Under Risk 80 Value of Perfect Information 80 Decision Trees 81 Chapter 3 Process Management 93 What Is Process Management? 95 Managerial Practice 3.1 Process Management: Ethics and the Environment 96 Major Process Decisions 95 Process Choice 96 The Big Picture: Process Choice at King Soopers Bakery 98 Vertical Integration 99 Managerial Practice 3.2 Choosing the Right Amount of Vertical Integration 99 Resource Flexibility 104 Customer Involvement 105 Capital Intensity 107 Relationships Between Decisions 108 Economies of Scope 109 Managing Technological Change 110 Managerial Practice 3.3 Technology at the New York Stock Exchange 111 Linking Technology with Strategy 112 Finding a Competitive Advantage 112 Some Guidelines 112 XX Contents Designing Processes 114 Process Reengineering 114 Process Improvement 116 CASE: Custom Molds, Inc. 128 Supplement B Computer Integrated Manufacturing 131 Computer Aided Manufacturing 131 Computer Aided Design 131 Numerically Controlled Machines 132 Industrial Robots 132 Automated Materials Handling 133 AGVs 134 AS/RS 134 Flexible Manufacturing Systems 134 Chapter 4 Total Quality Management 139 Quality: A Management Philosophy 140 r j^. ^ —^^^— Customer Driven Definitions of Quality 141 \|UHHL^v^^^^^^HHPflH\| Quality As a Competitive Weapon 143 ^^^^^^^¦BnrawHH\|HHHP^^^^H Managerial Practice 4.1 ^^^^^S^I^^^BK ^^H High Quality Pays Off for Alaska Airlines 144 ^^^^^^^^^^^^^^^^^^^^^B ^^^^H Employee Involvement 143 ^^^^^^^^^^^^^^^^^^^H *^^^H Cultural Change 144 ^^^^^^^^^^^^^^^^^^^M ^^^H Individual Development 145 ^^^^^^^^^^^^^^^^^^^1 J^^H Awards and Incentives 146 ^^^^^^^^^^^^^^^^^^^^^^ ^^^\| Teamwork 146 ^^^^^^^^^^^^^^^^^^^^^^K ^^^\| Managerial Practice 4.2 ^^^^^^^^^^^^^^^^^^^^^^B ^^^\| Huffy Bicycles Increases Production Flexibility with the ^^^^Hj^^^^^^^^^P ^^H H^lp of a Self Managed Work Team 150 ^^^u^7j\|^^^^^^^^^^^^^^^^^^\| Continuous Improvement 151 ^K^flry^S^^^^^^^^^^^^^^^^^^H Getting Started with Continuous Improvement 151 ^Bk^VJf^^^^^^^^^^^^^^^^^I Problem Solving Process 152 ^^^^BBH\|^^H^^^^^^^^^^^^^^^\| Managerial Practice 4.3 Hj^^HP^^H^^^^^^^^^^^^^^^I Continuous Improvement at the Timken Company 154 ^^^^^H^^^\|^^^^^^^^^^^^^^\| The Costs of Poor Quality 153 ^^^^^^^^^^^^^^^^^^^^^^^^^H Prevention 153 ^^^^^^^^^^^^^^^^^^^^^^^^^H Appraisal 154 ^^^^^^^^^^^^^^^^^^^^^^^^^^^^\| Internal Failure 154 ^^^^^^^^^^^^^^^^^^^^^^^^^H External Failure 155 ^^^^^^^^^^^^^^^^^^^^^^Hl Improving Quality Through TQM 156 I^^^^^^^^^^^^^^^^^^^^^^^Hl Benchmarking 156 ^^^^^^^^^^^^^^^^^^^^^^^^¦9 Product and Service Design 157 j^^^^^^^^^^^^^^^^^H^^^^^^p Process Design 158 mHliHiiHHIIIHIIIiHHHillHli Quality Function Deployment 159 t Contents XXI Purchasing Considerations 161 Tools for Improving Quality 162 Prescriptions for Excellence in Quality 166 W. Edwards Denting: Quality Is Management s Responsibility 166 Joseph M. Juran: A Quality Trilogy 167 Phillip B. Crosby: Quality Is Free 168 Malcolm Baldrige National Quality Award 168 International Quality Standards 169 What Is ISO 9000? 169 Benefits of ISO 9000 Certification 170 CASE: Cranston Nissan 176 Chapters Statistical Process Control 179 Sources of Variation 181 Common Causes 181 Assignable Causes 183 The Inspection Process 184 Quality Measurements 184 Sampling 184 Inspection Station Location 189 Statistical Process Control Methods 190 Control Charts for Variables 190 Control Charts for Attributes 194 Sample Size Considerations 197 Economic Implications 197 Degree of Control 198 Homogeneity 198 Process Capability 198 Defining Process Capability 198 Managerial Practice 5.1 Motorola s Six Sigma Quality Program 200 Determining the Capability of a Process Using Continuous Improvement 202 Managerial Practice 5.2 Process Capability Study at Ross Products 203 Quality Engineering 204 Supplement C Acceptance Sampling 217 Acceptance Plan Decisions 217 Quality and Risk Decisions 217 Sampling Plans 218 Operating Characteristic Curves 219 Drawing the OC Curve 220 Explaining Changes in the OC Curve 221 XXli Contents Average Outgoing Quality 224 Managerial Practice C.1 Computerized SQC at Hay c Forage Industries 226 Computers and Statistical Quality Control Procedures 227 Part Two DESIGN DECISIONS Chapter 6 Work Force Management 231 Organizational Restructuring 233 Horizontal Organizations 233 Incentive Plans 234 Training Programs 236 Job Design 237 Job Specialization 238 Alternatives to Specialization 238 Work Standards 239 Work Standards As a Management Tool 240 Areas of Controversy 240 Managerial Practice 6.1 Allowing Workers to Define Their Own Work Standards 241 Methods of Work Measurement 241 Time Study Method 242 Elemental Standard Data Approach 246 Predetermined Data Approach 246 Work Sampling Method 248 Managerial Considerations in Work Measurement 253 CASE: The Facilities Maintenance Problem at Midwest University 262 Supplement D Learning Curves 263 The Learning Effect 263 Managerial Practice D.1 The Learning Curve Effect at Samsung 264 Background 264 Learning Curves and Competitive Strategy 265 Developing Learning Curves 265 Using Learning Curves 267 Bid Preparation 267 Financial Planning 267 Labor Requirement Estimation 267 Managerial Considerations in the Use of Learning Curves 269 Contents XXtti Chapter 7 Capacity 274 Capacity Planning 276 Managerial Practice 7.1 The Agony of Too Much—and Too Little—Capacity 277 Measures of Capacity 276 Economies of Scale 279 Managerial Practice 7.2 Economies of Scale at Work 281 Diseconomies of Scale 281 Focused Factories 282 Capacity Strategies 284 A Systematic Approach to Capacity Decisions 288 Step 1: Estimate Capacity Requirements 288 Step 2: Identify Gaps 289 Step 3: Develop Alternatives 290 Step 4: Evaluate the Alternatives 290 Tools for Capacity Planning 292 Waiting Line Models 292 Decision Trees 292 CASE: Fitness Plus 301 Supplement E Waiting Line Models 303 Why Waiting Lines Form 303 Uses of Waiting Line Theory 304 xxiv Contents Structure of Waiting Line Problems 304 Customer Population 304 The Service System 305 Priority Rule 307 Probability Distributions 307 Arrival Distribution 307 Service Time Distribution 308 Using Waiting Line Models to Analyze Operations 309 Single Server Model 310 Multiple Server Model 313 Finite Source Model 314 Decision Areas for Management 316 Supplement F Simulation Analysis 323 Reasons for Using Simulation 323 The Simulation Process 324 Data Collection 324 Random Number Assignment 326 Model Formulation 326 Analysis 328 Chapter 8 Location 336 ^^^•^^«^^». ^^^^^^^^^^^^^^ The Globalization and Geographic ^^^^^^^M ~ V.^^^^^^^^^^^^^l Dispersion of Operations 338 I^^^^H, ^^^^^^^^^^^^1 Reasons for Globalization 338 \|\|^^^^^^BK2b V^^^^^^^^^^^^H Disadvantages to Globalization 339 ^^^^^^^H^^H V^^^^^^^^^^^^H Wo? Spots of Global Economic Activity 340 (^^^^^^^^^^K.:lk^^^^^^^^^^^^H Managing Global Operations 343 ^^^^^^^^^^^H^^^^^^^^^^^^H Managerial Practice 8.1 ^^^^^^^^^^^Hflj^^^^^^^^^^^^l Managerial Challenges with Global Operations 344 ^^^^^^^^^^^^^^^^^^^^^^^^^H Factors Affecting Location Decisions 346 ^^^^^^^^^^^^^^^^^^^^^^^^^H Managerial Practice 8.2 ^^^^^^^^^^^^^^^^^^^^^^^^^^^^H GM s Saturn Plant in Tennessee 347 ^^^^^^^^^^^^^^^^^^^^^^^^^H Dominant Factors in Manufacturing 346 ^^^^^^^^^^^^^^^^^^^^^^^^^H Dominant Factors in Services 348 ^^^^^^^^^^^^^^^^^^^^^^^^^H Locating a Single Facility 349 ^^^^^^^^^^^^^^^^^^^^^^^^^H Selecting On Site Expansion, New ^^^^^^^^^^^^^^^^^^^^^^^^^^^^H Location, or Relocation 349 ^^^^^^^^^^^^^^^^^^^^^^^^^^^^H Comparing Several Sites 350 ^^^^^^^^^^^^^^^^^^^^^^^^^H Managerial Practice B.3 ^^^^^^^^^^^^^^^^^^^^1 Data Collection with the Tiger File 351 Applying the Load Distance Method 351 Using Break Even Analysis 357 Contents XXV Locating Within a Network of Facilities 358 The Transportation Method 359 Other Methods of Location Analysis 362 CASE: Imaginative Toys 3 75 Supplement G Transportation Method 377 Solving Transportation Problems 377 The Initial Tableau 377 Generating an Initial Solution 379 Improving the Solution, Iteration by Iteration 383 Identifying and Evaluating the Final Solution 386 Degeneracy 387 Chapter 9 Layout 397 What Is Layout Planning? 398 Strategic Issues 399 Managerial Practice 9.1 Retailers Match Layouts to Strategies 401 Layout Types 400 Performance Criteria 404 Managerial Practice 9.2 Layout Flexibility at Work 405 Creating Hybrid Layouts 406 One Worker, Multiple Machines 406 Group Technology 407 Managerial Practice 9.3 Cummins Engine Uses Group Technology 409 Designing Process Layouts 409 Step 1: Gather Information 409 Step 2: Develop a Block Plan 412 Step 3: Design a Detailed Layout 414 Aids for Process Layout Decisions 414 Warehouse Layouts 415 The Big Picture: Layout of Addison Wesley Distribution Center 417 Office Layouts All Managerial Practice 9.4 Telecommuting at Pacific Bell 423 Designing Product Layouts 424 Line Balancing 424 Other Considerations 430 CASE: Hightec, Inc. 447 CASE: The Pizza Connection 449 xxvi Contents Part Three OPERATING DECISIONS Chapter 10 Forecasting 452 Demand Characteristics 454 Components of Demand 454 ^H^^HHH^HH^H^^H\|HH\|H Factors Affecting Demand 455 ^^^^^^^^^^^^^^^^^^^^^^^^^^^^^H Designing the Forecasting System 457 ^^^^^^^^^^^^^^^^^^^^^^^^^^\| Deciding What to Forecast 457 ^^^^^^^^^^^^^^^^^^^^^^^^^^^ Choosing the Type of Forecasting Technique 457 ^^^^^^^^^^^^^^^^^^^^^^^^^^H Forecasting with Computers 459 ^^^^^^^^^^^^^^^^^^^^^^^^^^^^^H Managerial Practice 10.1 ^^^^^^^^^^^^^^^^^^^^^^^^^^H Computerized Forecasting at John H. Harland Company 460 ^^^^^^^^^^^^^^^^^^^^^^^^^^^^^H Judgment Methods 461 ^^^^^^^^^^^^^^^^^^^^^^^^^^H Sales Force Estimates 461 ^^^^^^^^^^^^^^^^^^^^^^^^^^H Executive Opinion 461 ^^^^^^^^^^^^^^^^^^^^^^^^^^H Market Research 462 ^^^^^^^^^^^^^^^^^^^^^^H Delphi Method 463 ^^^^^^^^^^^^^^^^^^^^^^^^^^^^^H Causal Methods: Linear Regression 464 ^^^^^^^^^^^^^^^^^^^^^^^^^^^^^H Time Series Methods 468 ^^^^^^^^^^^^^^^^^^^^^^^^^^H Naive Forecast 468 ^^^^^^^^^^^^^^^^^^^^^^^^^^H Estimating the Average 469 ^^^^^^^^^^^^^^^^^^^^^^^^^^^^^B Including a Trend 47 4 ^^^^^^^^^^^^^^^^^^^^^^^^^^H Seasonal Influences All ^^^^^^^^^^^^^^^^^^^^^^^^^^H Choosing a Time Series Method 480 ^^^^^^^^^^^^^^^^^^^^^^^^^^^^^H Forecast Error 480 ^^^^^^^^^^^^^^^^^^^^^^^^^^^ Criteria for Selecting Time Series Methods 484 CASE: Yankee Fork and Hoe Company 502 Chapter 11 Materials Management 505 Importance of Materials Management 506 Central Role of Materials in the Economy 507 Impact of Inventory on Profitability 508 Function of Materials Management 509 Purchasing 510 Managerial Practice 11.1 Competitive Versus Cooperative Orientations 514 Distribution 516 Managerial Practice 11.2 International Distribution Systems 517 Inventory Concepts 519 Accounting Categories 519 Pressures for Low Inventories 520 Pressures for High Inventories 521 Types of Inventory 522 Contents xxvii Inventory Management 524 Inventory Measures 525 Inventory Placement 526 Inventory Reduction 526 ABC Analysis 528 Links to Operations Strategy 529 CASE: Wolf Motors 537 Chapter 12 Independent Demand Inventory Systems 539 Inventory Records 541 Tracking Methods 542 Computer Support 542 Managerial Practice 12.1 Computerized Inventory Control for a Competitive Advantage 544 Economic Order Quantity 544 Calculating the EOQ 545 Understanding the Effect of Changes 548 Inventory Control Systems 549 Continuous Review (Q) System 549 Managerial Practice 12.2 Inventory Control at Jordan Marsh and Kmart 551 Periodic Review (P) System 556 Comparative Advantages of the Q and P Systems 559 Hybrid Systems 560 CASE: Parts Emporium 5 70 Supplement H Special Inventory Models 573 Noninstantaneous Replenishment 573 Quantity Discounts 575 One Period Decisions 579 Chapter 13 Aggregate Planning 588 The Purpose of Aggregate Plans 590 Aggregation 590 Managerial Practice 13.1 Typical Aggregate Planning Problems 591 Relationship to Other Plans 592 Managerial Importance of Aggregate Plans 593 Managerial Inputs 594 Typical Objectives 594 Reactive Alternatives 595 xxviii Contents Aggressive Alternatives 597 Planning Strategies 597 Managerial Practice 13.2 Hallmark s Level Strategy 599 The Planning Process 598 Determining Demand Requirements 599 Identifying Alternatives, Constraints, and Costs 600 Preparing an Acceptable Plan 601 Implementing and Updating the Plan 601 Aggregate Planning for Services 601 Level Strategy for Services 601 Chase Strategy for Services 604 Cost Calculations and Mixed Strategies 604 Mathematical Methods for Aggregate Planning 606 Tableau Method for Production Planning 606 Linear Programming for Production Planning 613 Managerial Considerations 614 CASE: Memorial Hospital 624 Supplement I Linear Programming 627 Basic Concepts 627 Formulating a Problem 629 Graphic Analysis 631 Plot the Constraints 631 Identify the Feasible Region 633 Plot an Objective Function Line 635 Find the Visual Solution 635 Find the Algebraic Solution 636 Slack and Surplus Variables 637 Sensitivity Analysis 638 Objective Function Coefficients 639 Right Hand Side Parameters 642 Computer Solution 645 Simplex Method 645 Computer Output 646 Other Applications 648 Chapter 14 Material Requirements Planning 662 Dependent Demand 663 Benefits of Material Requirements Planning 665 Inputs to Material Requirements Planning 665 Bill of Materials 666 Master Production Schedule 668 Managerial Practice 14.1 Master Production Scheduling at Hyundai Motor Company 672 Contents xxix Inventory Record 679 Planning Factors 683 Lead Time 683 Lot Sizing Rules 684 Safety Stock 687 Outputs from Material Requirements Planning 687 Material Requirements Planning Explosion 688 Action Notices 691 Capacity Reports 692 MRP II: A Comprehensive Information System 694 Managerial Practice 14.2 MRP II Implementation at Kloehn 695 Implementation Issues 694 Prerequisites 696 Favorable Environments for Material Requirements Planning 696 Distribution Requirements Planning 697 CASE: King Manufacturing 719 Chapter 15 Just in Time Systems 721 Characteristics of Just in Time Systems 722 Pull Methods of Material Flow 723 Consistently High Quality 724 Small Lot Sizes 725 ^_^^______. Short Setup Times 725 ^^^^Hk^HR^^^^^^^^^H Uniform Workstation Loads 726 H^^^Hf^.^Bjflfl^^^\|^H^H Standardized Components and Work Methods 727 mB^^^^^^H Close Supplier Ties 727 M^m^^^^^^^H^B Flexible Work Force 728 I^^^^H^^^^^^^^^^^^^HBI Product Focus 728 ^^^^H^^^^^^^^Bj^^HSj Automated Production 728 ^^^^^B _^^^^^\|^^^^^^^^M Preventive Maintenance 729 ^^^^^R^^^^^^^^^^^^^^^H Continuous Improvement with Just in Time Systems 729 ^^H^DBlj^^^^^^^^^^^^l Managerial Practice 15.1 ^^H^RS«^^^^BV^^^^^H Continuous Improvement at Northern Telecom 731 B mf^^^^^^^B\|^^^^^H The Kanban System 732 ¦TO^fll ^B^^fl^^^^^^^^^H General Operating Rules 733 ¦¦jS^R^^^^^^^^^^^^^^^H Determining the Number of Containers ^^^B\|BM^^^^^^\| (Kanban Card Sets) 734 ^^^H^Hf^Hj^^^^^^^^^l Other Kanban Signals 735 ^^^^B^^^^^^^H JIT II 736 HMI^MMHiiMMMPMHBHPi Just in Time Systems in Services 737 Managerial Practice 15.2 Implementing a JIT System at Security Pacific 738 Strategic Implications of Just in Time Systems 740 XXX Contents Competitive Priorities 740 Positioning Strategy 740 Operational Benefits 740 Implementation Issues 741 Organizational Considerations 741 Process Considerations 742 Inventory and Scheduling 742 Choice of a Production and Inventory Management System 743 Reorder Point Versus Material Requirements Planning Systems 744 Material Requirements Planning Versus Just in Time Systems 744 The Manufacturing Environment 744 CASE: Copper Kettle Catering 749 Chapter 16 Scheduling 751 Scheduling in Manufacturing 753 Gantt Charts 753 Performance Measures 754 Job Shop Dispatching 756 Managerial Practice 16.1 Lockheed Aeronautical Systems Computerized Scheduling System 760 Sequencing Operations for One Machine 757 Multiple Workstation Scheduling 763 Sequencing Operations for a Two Machine Flow Shop 763 Contents XXXI Labor Limited Environments 765 Scheduling in Services 765 Scheduling Customer Demand 766 Scheduling the Work Force 767 Managerial Practice 16.2 Scheduling Police Officers in the San Francisco Police Department 771 CASE: Food King 783 Chapter 17 Managing Complex Projects 786 Managing Projects 787 Network Methods 789 Describing the Project 789 Diagramming the Network 789 Estimating Time of Completion 793 Monitoring Project Progress 799 Probabilistic Time Estimates 799 The Big Picture: Coors Field Baseball Stadium Project 800 Calculating Time Statistics 804 Analyzing Probabilities 806 Cost Considerations 808 Resource Limitations 812 Benefits and Limitations of PERT/CPM Systems 814 Benefits 814 Limitations 815 Computerized Project Scheduling and Control 815 Managerial Practice 17.1 Integrated Project Control at M. W. Kellogg Company 816 CASE: The Pert Studebaker 833 Appendix 1 Financial Analysis 836 Appendix 2 Normal Distribution 847 Appendix 3 Cumulative Poisson Probabilities 848 Appendix 4 Table of Random Numbers 851 Answers to Selected Problems 852 Photo Credits 856 Name Index 857 Company Index 862 Subject Index 866
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publisher	Addison-Wesley
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spelling	Krajewski, Lee J. Verfasser aut Operations management strategy and analysis Lee J. Krajewski ; Larry P. Ritzman 4. ed. Reading, Mass. [u.a.] Addison-Wesley 1996 XXXI, 878 S. Ill., graph. Darst. txt rdacontent n rdamedia nc rdacarrier ISBN 0-201-82293-8 mit Diskette (9 cm) u.d.T.: Hall, Owen P.: Computer Models for Operations Management Productiemanagement gtt Production - Gestion Production management Produktion (DE-588)4047347-8 gnd rswk-swf Management (DE-588)4037278-9 gnd rswk-swf Produktion (DE-588)4047347-8 s Management (DE-588)4037278-9 s DE-604 Ritzman, Larry P. Verfasser aut HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=007817007&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis
spellingShingle	Krajewski, Lee J. Ritzman, Larry P. Operations management strategy and analysis Productiemanagement gtt Production - Gestion Production management Produktion (DE-588)4047347-8 gnd Management (DE-588)4037278-9 gnd
subject_GND	(DE-588)4047347-8 (DE-588)4037278-9
title	Operations management strategy and analysis
title_auth	Operations management strategy and analysis
title_exact_search	Operations management strategy and analysis
title_full	Operations management strategy and analysis Lee J. Krajewski ; Larry P. Ritzman
title_fullStr	Operations management strategy and analysis Lee J. Krajewski ; Larry P. Ritzman
title_full_unstemmed	Operations management strategy and analysis Lee J. Krajewski ; Larry P. Ritzman
title_short	Operations management
title_sort	operations management strategy and analysis
title_sub	strategy and analysis
topic	Productiemanagement gtt Production - Gestion Production management Produktion (DE-588)4047347-8 gnd Management (DE-588)4037278-9 gnd
topic_facet	Productiemanagement Production - Gestion Production management Produktion Management
url	http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=007817007&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA
work_keys_str_mv	AT krajewskileej operationsmanagementstrategyandanalysis AT ritzmanlarryp operationsmanagementstrategyandanalysis

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