Operations management: concepts in manufacturing and services
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| Main Authors: | , , |
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| Format: | Book |
| Language: | English |
| Published: |
Cincinnati, Ohio
South-Western College Publ.
1998
|
| Edition: | 2. ed. |
| Subjects: | |
| Online Access: | Inhaltsverzeichnis |
| Physical Description: | XXII, 946 S. Ill., graph. Darst. |
| ISBN: | 0538878312 |
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MARC
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| 100 | 1 | |a Markland, Robert E. |e Verfasser |4 aut | |
| 245 | 1 | 0 | |a Operations management |b concepts in manufacturing and services |c Robert E. Markland ; Shawnee K. Vickery ; Robert A. Davis |
| 250 | |a 2. ed. | ||
| 264 | 1 | |a Cincinnati, Ohio |b South-Western College Publ. |c 1998 | |
| 300 | |a XXII, 946 S. |b Ill., graph. Darst. | ||
| 336 | |b txt |2 rdacontent | ||
| 337 | |b n |2 rdamedia | ||
| 338 | |b nc |2 rdacarrier | ||
| 650 | 7 | |a Administracao da producao |2 larpcal | |
| 650 | 4 | |a Production management | |
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| 700 | 1 | |a Vickery, Shawnee K. |e Verfasser |4 aut | |
| 700 | 1 | |a Davis, Robert A. |e Verfasser |4 aut | |
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Record in the Search Index
| _version_ | 1804126787924393984 |
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| adam_text | Preface, xvi
SECTION ONE INTRODUCTION TO OPERATIONS MANAGEMENT CHAPTER 1 Manufacturing Operations, 6
CHAPTER 2 Service Operations, 42
SECTION TWO OPERATIONS STRATEGY CHAPTER 3 Operations Strategy, 80
SECTION THREE STRATEGIC DECISION CATEGORIES IN OPERATIONS MANAGEMENT
CHAPTER 4 Forecasting Demand for Products and Services, 116
CHAPTER 5 Product Planning and Process Design, 172
CHAPTER 6 Long Range Capacity Planning and Facility Location, 210
CHAPTER 7 Managing Quality, 272
CHAPTER 8 Technological Developments in Operations Management, 310
CHAPTER 9 Organization and Human Resources, 344
SECTION FOUR OPERATION PLANNING AND CONTROL CHAPTER 10 Global Supply Chain Management, 382
CHAPTER 11 Aggregate Production Planning, 414
CHAPTER 12 Independent Demand Inventory Management, 462
CHAPTER 13 Dependent Demand Inventory Management: Material
Requirements Planning, 512
CHAPTER 14 Medium and Short Range Capacity Planning, 560
CHAPTER 15 Shop Floor Control, 596
CHAPTER 16 Just in Time Production, 628
CHAPTER 17 Design and Scheduling of Service Systems, 656
CHAPTER 18 Project Management, 698
CHAPTER 19 Quality Analysis, Measurement, and Improvement, 740
SECTION FIVE OPERATIONS STRATEGY REVISITED CHAPTER 20 Building Competitive Advantage through World Class
Manufacturing: Allen Bradley s World Contactor Facility, 780
SECTION SIX TUTORIALS TUTORIAL 1 The Transportation Problem, 799
TUTORIAL 2 Decision Analysis, 820
TUTORIAL 3 Linear Programming, 841
TUTORIAL 4 Simulation, 864
TUTORIAL 5 Waiting Line Models, 881
Appendix: Tables, 904
Glossary, 912
Index, 929
Acknowledgments, 943
iv
Preface, xvi
Introduction to Operations Management
B INTRODUCTION A Preview of Operations
Management, 1
Strategic Operations Management, 3
BEmmB chapter 1
I^^SHSHH Manufacturing Operations, 6
Introduction, 7
The Transformation Process, 7
Productivity and the Transformation Process, 8
Managing the Transformation Process: The
Operations Manager, 10
¦ Operations Management in Practice 1.1:
Portrait of a Quality Manager at an Award Winning
Manufacturing Company, 11
Ecologically Sound Manufacturing, 12
¦ Operations Management in Practice 1.2:
Green Manufacturing at AT T, 13
Types of Manufacturing Operations, 14
Project Manufacturing, 15
The Job Shop, 15
Line Flow Production, 15
Batch Production, 16
Hybrid Processes, 16
The Product Process Matrix, 17
Company Activities and Strategic Advantage:
The Value Chain, 18
The History of Operations Management, 21
Eli Whitney, 21
Frederick Winslow Taylor, 23
Henry Ford, 24
Alfred P. Sloan, Jr., 26
The Field of Operations Management, 26
Recent Trends in Operations Management, 27
Just in Time Production, 27
Total Quality Management, 28
Computers and Computer Related Operations
Technologies, 29
Time Based Competition, 29
Business Process Reengineering, 31
The Service Factory, 31
¦ Operations Management in Practice 1.3:
Reengineering at Ford Motor Co., 32
m Case Study:
Northern Telecom, 39
SMJfE^ CHAPTER 2
^hIMb^RSmI Service Operations, 42
Introduction, 43
Defining Services, 44
Comparing Service and Manufacturing
Operations, 47
Classifying Service and Manufacturing
Operations, 47
Characteristics of Service Operations, 49
High Consumer Contact, 49
Consumer Participation in the Service Process, 49
Perishability of Services, 50
Site Selection Dictated by Consumer s
Location, 51
Labor Intensiveness, 51
Variable, Nonstandard Output, 52
Intangibility of the Service Output, 52
Difficult) of Measuring Service Productivity, 53
a Operations Management in Practice 2.1:
Hotel Automation: Technology versus Personal
Service, 54
Difficulty of Measuring Service Quality, 55
Vi OPERATIONS MANAGEMENT ¦ TABLE OF CONTENTS
Strategic Approaches to Service Operations
Management, 55
The Service Process Matrix, 55
The Strategic Service Vision, 57
Service Sector Trends, 58
¦ Operations Management in Practice 2.2:
ServiceMaster—Stressing Dignity to Its Workers, 59
Increased International Competition in
Services, 60
Improving Productivity and Competitiveness in
Services, 61
¦ Global Operations Management 2.3:
Global Consulting—Becoming More Competitive
in the World Economy, 65
Technology and Automation in Services, 67
¦ Operations Management in Practice 2.4:
On Line Banking —Will It Finally Become
Reality?, 68
Adequacy of Service Jobs, 69
¦ Operations Management in Practice 2.5:
J.C. Penney Riding the Third Wave of Information
Technology, 71
Greater Quality Emphasis in Services, 72
¦ Case Study:
Wal Mart versus Kmart: Diverging Paths, 77
Operations Strategy
^Blfi^^Bi CHAPTER 3
HHULr^m Operations Strategy, 80
Introduction, 81
Business Level Strategic Planning, 82
Functional Area Involvement in Business Level
Strategic Planning, 84
The Generic Business Strategies, 85
¦ Operations Management in Practice 3.1:
Strategic Positioning at Haskell of Pittsburgh, 87
Operations Strategic Planning, 88
Operations as a Competitive Weapon, 90
Operations Competitive Priorities, 91
Strategic Operations Choices, 92
¦ Global Operations Management 3.2:
Competitive Priorities at Meiji Seika Kaisha,
Ltd., 94
Categories of Strategic Operations Decisions, 95
Product or Service Planning, 95
Process Design and Technology
Management, 95
Long Range Capacity Planning and Facility
Location, 96
Quality Management, 97
Manufacturing or Service Organization, 98
Human Resource Management, 98
Operations Planning and Control, 98
Vertical Linkages: The Value Chain Revisited, 99
Vertical Integration and Outsourcing, 99
Supply Chain Management, 100
Assembler Supplier Relationships in Japan, 102
Global Integration of Operations, 104
¦ Global Operations Management 3.3:
Global Integration of Operations at Xerox, 107
m Case Study:
Allen Bradley, 111
Strategic Decision Categories in Operations
Management
^^^EuJSI CHAPTER 4
^^^^^^^^^H Forecasting Demand for
Hi^^Hi Products and Services, 116
Introduction, 117
Characteristics of Demand, 118
Factors Influencing Demand, 118
Demand Components, 119
The Forecasting Process, 121
Fstablish Objectives for the Forecast, 121
Determine What to Forecast, 123
Specify the Time Period for the Forecast, 123
Gather and Analyze Data, 124
Select a Forecasting Method, 124
Make the Forecast, 125
Present the Forecast Results, 125
Monitor and Control the Forecast, 125
Approaches to Forecasting—A Preview, 126
Qualitative Forecasting Methods, 12S
N a I ve Kxtrapolation, 12S
Sales lH orce Composite, I2S
Jury of Kxecutive Opinion, 129
The Delphi Method, 129
¦ Global Operations Management 4.1:
A Delphi Study of Consumer Altitudes toward
Travel in Eastern European Countries, 130
Market Research Surveys, 11]
Quantitative Forecasting Methods — lime Series
Analysis Models, HI
¦ Operations Management in Practice 4.2:
Hewlett Packard: Sales Forecasting in the East
Lane, 132
Time Series Smoothing, 133
¦ Operations Management in Practice 4.3:
Improving Call Center Forecasting at L.L. Bean,
Inc., 144
lime Series Decomposition, 145
Quantitative Forecasting Methods—Associative
Models, 145
Regression Models, 146
¦ Operations Management in Practice 4.4:
Using Regression Analysis to Predict the Sales Price
of an Apartment Property, 153
Kconometrie Models, 153
Measuring Forecasting Error, 154
Absolute Measures of Forecasting Error, 1 54
Relative Measures of Forecasting Error, 1 56
Monitoring and Controlling Forecasts, 1 57
Using Computers in Forecasting, 160
^^^^^^H CHAPTER 5
^^^H^^^^^H Product Planning and Process
S^H^^^HH Design, 172
Introduction, I 73
Assessing Customers Needs and Wants, 174
Technology Driven New Product Ideas, I 4
New Product Ideas from Market Research, 174
¦ Operations Management in Practice 5.1:
Where You Really Need to Hear Customers, 175
The Voice of the Customer, 175
OPERATIONS MANAGEMENT ¦ TABLE OF CONTENTS VII
Customer Satisfaction, l~6
Selecting Features tor Products ;iiul Services, 176
Customer Driven New Product Ideas, 177
Quality Function nc])loymcnt, 174
From the House ot Quality to Operations
Requirements, 1S3
Application of QFD to New Product Design, 1S4
Improving Designs through Simplification and
Value Analvsis. 185
Design for Manufacturability, 186
Concurrent Knginecring, 187
Implementing Cross Functional l cams in Dl M, 189
Process Design and Layout for Manufacturing and
Service Systems, 190
Projects: Processes That Don t Mow, 190
Intermittent Mow Configurations, 190
Line How Configurations, 193
¦ Global Operations Management 5.2:
Opel Eisenach GMBH — Creating a
High Productivity Workplace, 194
Cellular Manufacturing, 196
Production Line Approach to Service, 197
Strategic Issues in Process Design, 198
Product and Process Innovation, 198
The Product Process Matrix, 199
Designing for the Knvironment, 199
¦ Operations Management in Practice 5.3:
Merck Fights to Keep Up the Production Puce, 200
m Operations Management in Practice 5.4:
ISO 14000 Standards: Ready for Launching, 202
m Case Study:
Cellular Manufacturing at Electronic Hardware
Corporation, 207
^^Bm^E chapter 6
^^^^^^SH^^R Long Range Capacity Planning
H^H^H^^H and Facility Location, 210
Introduction, 21 1
An Overview of Capacity Planning, 21 1
I he Importance of Capacity Planning, 212
Defining and Measuring Capacity, 212
Measuring System Kffectiveness, 213
Focused Facilities, 214
¦ Operations Management in Practice 6.1:
The Focused Factor} —Another Concept for
Continuous Improvements in Manufacturing, 215
Vlli OPERATIONS MANAGEMENT ¦ TABLE OF CONTENTS
Capacity Strategies, 215
Capacity Cushions, 216
Strategic Timing of Capacity Changes, 216
Sizing Capacity Changes, 218
¦ Operations Management in Practice 6.2:
High Volume Production —The Key to Success, 220
Making Capacity Planning Decisions, 220
Steps in the Capacity Planning Process, 221
Using Decision Trees in Capacity Planning, 222
¦ Operations Management in Practice 63:
A Plant Conversion Solves a Plant Capacity
Problem, 224
An Overview of Location Decisions, 225
Why Location Decisions Are Important, 225
Location Options, 225
A General Approach to Making Location
Decisions, 226
Factors Affecting Location Decisions, 227
Regional, Community, and Site
Considerations, 227
Dominant Facility Location Factors in
Manufacturing, 229
Dominant Facility Location Factors in Services, 230
¦ Operations Management in Practice 6.4:
The Charlotte Panthers Choose a Preseason
Training Facility, 232
Making the Single Facility Location
Decision, 232
Detailed Cost Analysis, 232
Factor Rating Systems, 234
Center of Gravity Method, 234
Locational Cost Volume Profit Analysis, 237
Making Multiple Facility Location Decisions, 238
Plant Charters Approach, 239
Transportation Method, 240
Heuristics, 242
Simulation, 242
Optimization Methods, 243
Strategic Trends in Location Decisions, 244
Business Park Proliferation, 244
¦ Operations Management in Practice 6.5:
Analyzing Alternative Locations and Service Areas
for the American Red Cross, 245
factories: Research and Development
Linkages, 246
Globalization of Production, 246
The Sun Belt Phenomenon, 249
¦ Global Operations Management 6.6:
NAFTA Opens a New World of Market
Opportunities, 249
¦ Global Operations Management 6.7:
Why BMW Cruised into Spartanburg, 251
m Case Study:
Georgia Pacific Corp., 259
¦ Case Study:
Pohang Iron and Steel Co., Ltd., 269
Introduction, 273
Quality in Historical Perspective, 273
Quality Management as a Strategic Issue, 276
ISO9000 International Standards, 276
¦ Operations Management in Practice 7.1:
The Ritz Carlton Hotel Co., 277
Role of Quality in Manufacturing Strategy, 278
¦ Global Operations Management 7.2:
A Global Comparison of Quality Capabilities, 279
Malcolm Baldrige National Quality Award, 280
¦ Operations Management in Practice 7.3:
1996 Baldrige Award Winners, 283
Quality Management Leadership, 283
W. Edwards Deming, 284
Joseph M. Juran, 285
Philip B. Crosby, 285
Definitions of Quality, 287
Quality as Excellence, 287
Quality as Conformance to Specifications, 287
Quality as Fitness for Use, 288
Quality as Value for the Price, 288
Quality Related Product Characteristics, 288
Quality Related Service Characteristics, 290
Costs of Quality, 290
Classifying the Costs of Quality , 291
Interaction of Qualify Costs, 291
Total Quality Management, 293
TQM Requirements, 294
TQM Implementation Process, 299
Barriers to Implementing TQM, 300
Business Process Reenginccring, 301
¦ Operations Management in Practice 7.4:
Reengineering Taco Bell, 302
m Case Study:
Laying the Groundwork for Total Quality, 308
^^Bjy^H CHAPTER 8 ^R^^^^PSI Technological Developments in
^HI^^HB^bH Operations Management, 310
Introduction, 311
Role of Technology in Today s Business
Environment, 312
Technology and the Environment, 313
Technology Focused Strategic Alliances, 313
¦ Operations Management in Practice 8.1:
DuPont Generates Energy from Garbage, 314
¦ Global Operations Management 8.2:
japan Bids for Global Leadership in Clean
Industry, 315
Transferring New Technology from Concept to
Reality, 317
Implementing New Technology, 318
Fixed, Programmable, and Flexible Automation, 320
Computer Integrated Manufacturing, 321
Computer Aided Design, 323
Computer Aided Manufacturing, 323
Technological Improvements for Support, 327
Artificial Intelligence: Adaptive Technology
for the 90s, 328
Virtual Reality, 329
Technological Improvements in
Communications, 330
¦ Operations Management in Practice 83:
The Marvels of Virtual Reality , 33 J
¦ Global Operations Management 8.4:
Motorola Plans New Satellite Ventures, 332
¦ Case Study:
Pavilion Technologies, 339
^B , ^9Sk CHAPTER 9
^B ¦¦fii!t*l^HB» ~~~~ ^HBflHyn^!°2 Organization and Human
H^HBA Resources, 344
Introduction, 345
Strategic Human Resources Planning, 345
Sociotechnical Organizations, 347
Adaptive Organizational Structures, 348
Keys to Worker Productivity, 349
OPERATIONS MANAGEMENT ¦ TABLE OF CONTENTS IX
Human Resources Issues of the 1990s
and Beyond, 350
Government Regulations, 35]
Work Force Diversity, 351
Manager as Leader, 351
Participative Management, 352
Team Activities, 353
¦ Operations Management in Practice 9.1:
Multidisciplinary Teams at Dettmers
Industries, 354
Fear in the Workplace, 355
Training and Development, 358
Benefits, Compensation, Recognition,
and Reward, 360
¦ Global Operations Management 9.2:
Preparing U.S. Managers for Work Abroad, 36J
¦ Operations Management in Practice 9.3:
Linking Customer Loyalty to Compensation
at Pizza Hut, 364
The Inevitability of Change, 365
Work Measurement, 365
Time Studies, 366
Elemental Standard Times, 369
Predetermined Standard Tinies, 370
Learning Effects on Time Standard
Estimation, 371
The Learning Curve, 3/1
Uses of Learning Curve Concept, 375
Operation Planning and Control
5Sf^^| CHAPTER 10
w9V jijflP^^ Global Supply Chain
SmMTm Management, 382
Introduction, 383
Supply Chain Management for Strategic Advantage,
384
Traditional Logistics Management, 385
Logistics System Components, 386
Logistics Component Integration, 387
Logistical Elements, 388
Logistics Issues, 390
Purchasing, 390
X OPERATIONS MANAGEMENT ¦ TABLE OF CONTENTS
¦ Global Operations Management 10.1:
Ford Looks for a Few Good Global Suppliers, 393
Transportation, 395
Warehousing, 399
Customer Service, 400
Bridging the Gap to Supply Chain Management, 401
¦ Operations Management in Practice 10.2:
At CAT, They re Driving Supplier Integration into
the Design Process, 402
Variability Along the Supply Chain, 403
¦ Operations Management in Practice 103:
Enemies Make Great Logistics Allies, 404
Role of Information Technology in SCM, 405
Third Party Logistics Services, 406
Environmental Sensitivity Along the Supply
Chain, 406
¦ Operations Management in Practice 10.4:
National Semiconductor Improves Supply
Chain, 407
Just in Time Logistics, 408
^^^¦3 CHAPTER 11 MjjHIHP ^^^? Aggregate Production
IHw .^Hh Planning, 414
Introduction, 415
The Concept of Aggregation, 416
Products, 416
Labor, 416
Time, 417
An Overview of Production Planning Activities, 417
Long Range Planning, 418
Medium Range Planning, 418
Short Range Planning, 419
Framework for Aggregate Production Planning, 419
¦ Operations Management in Practice 11.1:
New Software Systems Speed Up Production
Planning, 420
The Production Planning Environment, 420
Strategies for Aggregate Production Planning, 425
Techniques for Aggregate Production Planning, 426
Trial and Error Method, 426
Mathematical Techniques, 434
Summary of Aggregate Production Planning
Methods, 439
¦ Operations Management in Practice 11.2:
Meeting the Semiconductor Wafer Fabrication
Challenge Using Simulation, 440
m Global Operations Management 11.3:
Integrated Production Planning for Poultry
Processing at Sadia Concordia SA, 442
Aggregate Planning in Service Companies, 443
¦ Global Operations Management 11.4:
Aircraft Maintenance Personnel Planning at KLM
Royal Dutch Airlines, 445
Implementing Aggregate Production
Plans —Managerial Issues, 448
Hierarchical Production Planning, 449
¦ Operations Management in Practice 11.5:
Improved Hierarchical Production Planning at
Owens Coming Fiberglas, 452
§(B«ii JtX Independent Demand Inventory
.*.. ?*» ; Management, 462
Introduction, 463
Independent and Dependent Demand, 463
Basic Inventory Concepts, 465
Types of Inventories, 465
How to Measure Inventory, 466
¦ Operations Management in Practice 12.1:
Increasing Profits by Squeezing Work in Process
Inventor) , 466
Reasons for Holding Inventories, 468
Inventory Costs, 469
¦ Operations Management in Practice 12.2:
Inventory Control—An Important Ingredient in
Wal Mart s Recipe for Success, 469
Classifying Inventory Items, 471
Inventory Records, 473
Objectives of Inventory Control, 473
¦ Global Operations Management 12.3:
Beamscope Canada, Inc. Moves to the On Line Age
in Inventory Control and Distribution, 474
How Much to Order: Economic Order Quantity
Models, 475
Economic Order Quantity: Constant Demand,
No Shortages, 475
Economic Order Quantity: Constant Demand,
Shortages Allowed, 479
Economic Order Quantity: Uniform
Replenishment Rate, Constant Demand,
No Shortages, 483
Economic Order Quantity: Quantity
Discounts, 485
Sensitivity Analysis for the EOQ Model, 488
When to Order: The Continuous Review
System, 489
Determining the Reorder Point, 490
¦ Operations Management in Practice 12.4:
Delivering the Hits at Musicland, 492
Service Levels, Safety Stock, and Shortages, 496
When to Order: The Periodic Review System, 499
Comparing the Continuous Review and Periodic
Review Systems, 501
¦ Operations Management in Practice 12.5:
Reducing Inventory and Improving Productivity at
Von Duprin, Inc., 503
l^8l.^_ .„ #* Dependent Demand Inventory
^^¦SBHUpH Management: Material
I^^^BHHmJ Requirements Planning, 512
Introduction, 513
The Development of Material Requirements Planning
(MRP), 513
MRP Prerequisites, 514
¦ Operations Management in Practice 13.1:
MRP at Steelcase, 515
The Master Production Schedule, 515
Bills of Material, 517
Inventory Records, 518
The MRP Process, 519
MRP Records, 519
Timing Conventions, 519
MRP Record Calculations, 520
An MRP Example, 521
Low Level Coding, 522
Gross to Net Requirements Explosion, 523
OPERATIONS MANAGEMENT ¦ TABLE OF CONTENTS XI
Important Observations, S25
Loss of Visibility for Low Level Components, 526
Minimum Length for the Planning Horizon, 526
MRP System Nervousness, 527
Freezing the Master Production Schedule, 529
Lumpiness of Demand, 529
Lot Sizing, 531
Lot for Lot, 531
Fixed Order Quantity, 531
Period Order Quantity, 533
Lot Sizing and MRP System Nervousness, 533
The Importance of Lot Sizing, 534
Use of MRP Systems, 535
Some Practical Considerations in Using MRP, 536
Uncertainty, 536
Modular Bills of Material, 537
Closed Loop MRP, 537
MRP II —Manufacturing ResourcePlanning, 538
Implementation of MRP, 538
Existing Systems and the Informal System, 539
Information Requirements, 539
Inventory Control, 540
¦ Operations Management in Practice 13.2:
MRP and the Real Cost of Inventory lasses
at Gendex, 54 J
Keys to Successful Implementation, 541
An MRP Implementation Plan, 542
¦ Global Operations Management 13.3:
Implementing MRP II at the Raymond
Corporation, 544
Distribution Requirements Planning (DRP), 544
H CHAPTER 14 Medium and Short Range
Capacity Planning, 560
Introduction, 561
The Need for Capacity Planning, 561
Strategic Implications of Capacity Planning, 562
Capacity Planning and the Production Planning
and Scheduling Framework, 562
Capacity Planning as a Trial and Error Process, 564
¦ Operations Management in Practice 14.1:
Capacity Planning Makes the Shop Floor
Manageable at Minnesota Wire Cable Co., 565
XM OPERATIONS MANAGEMENT ¦ TABLE OF CONTENTS
A Capacity Planning Example, 566
Rough Cut Capacity Planning Methods, 566
Capacity Planning Using Overall Factors
(CPOF), 566
Capacity Planning Using Capacity Bills (CB), 569
Capacity Planning Using Resource Profiles (RP), 573
Comparison of Rough Cut Methods Results, 576
Detailed Capacity Planning, 577
Capacity Requirements Planning (CRP), 577
Using CRP, 581
¦ Operations Management in Practice 14.2:
Capacity Planning in a Make to Order Environment
at Borsig Valve Co., 582
Capacity Planning and Service Operations, 583
^^^HHl chapter 15
IHBMHHK Shop Floor Control, 596
Introduction, 597
The Task of the Shop Floor Control Manager, 598
Shop Floor Control in Continuous and Repetitive
Operations, 599
Continuous Process Shop Floor Control, 599
Repetitive Operation Shop Floor Control, 599
Mixed Model Assembly in Repetitive
Manufacturing, 600
Shop Floor Control in Intermittent, Job Shop
Operations, 601
Terminology, 602
Performance Measures in Job Shop Floor
Control, 604
Scheduling Intermittent Job Shop Processes, 607
Input Output Control, 607
Order Review and Release, 608
Scheduling and Sequencing, 609
Gantt Chart Construction, 610
Johnson s Rule for Fixed Sequence, Two Machine
Problems, 614
Data Collection and Order Disposition, 615
¦ Operations Management in Practice 15.1:
Streamline Manufacturing: Sun
Microsystems, Inc., 616
Innovative Control: Theory of Constraints, 617
¦ Operations Management in Practice 15.2:
Dixie Reengineers Scheduling and Increases Profit
300 Percent, 620
^^^^^^H CHAPTER 16
B^^Bm^^H Just in Time Production, 628
Introduction, 629
¦ Operations Management in Practice 16.1:
Labor Unrest and the JIT Production
Environment, 630
Strategic Effects of Just in Time Production, 631
Origins of JIT Philosophy, 632
Total Business Cycle Management, 633
Managing Material Flows, 635
Setup Reduction and the EOQ Lot Size, 635
Inventory Reduction Caution, 636
Just in Time System Requirements, 637
Production Flexibility Along the Supply Chain, 638
Schedule Stability and Discipline, 638
¦ Global Operations Management 16.2:
Canadian Supplier Speeds Parts Delivery Across
the Border, 639
Comprehensive Quality Assurance, 640
Creating Teams of Competent, Empowered
Employees, 641
JIT Systems and Signals, 642
Logistics Systems to Support JIT Delivery, 644
Implementation of Just in Time, 645
¦ Operations Management in Practice 16.3:
Purchasing Leads the Charge Toward
fust in Time, 646
Coordinating JIT and Material Requirements
Planning, 647
¦ Case Study:
Saturn Corporation, Then and Now, 653
^^HH^H CHAPTER 17
^Hlra^H —; ^^^K^^^^B Design and Scheduling of Service
^HHHHIHI Systems, 656
Introduction, 657
The Evolution of the Service System, 658
Service Strategy, 659
The Service Package, 661
Strategic Approaches to Service System Design, 664
Production Line Approach, 664
¦ Operations Management in Practice 17.1:
SABRE—The Evolution of an Airline Demand
Management System, 666
m Global Operations Management 17.2:
McDonald s Invades the World, 668
Isolating the Technical Core Approach, 669
Consumer Participation Approach, 671
Strategies for Managing Service Demand, 672
Price Incentives, 673
Promoting Off Peak Demand, 675
Partitioning Demand, 675
Inventorying Demand—Reservation Systems, 675
Inventorying Demand—Queueing Systems, 676
Developing Complementary Services, 676
Strategies for Controlling Service Supply, 676
¦ Operations Management in Practice 17.3:
On Line Grocery Shopping: Consumers Begin
to Take a Bite, 677
Daily Work Shift Scheduling, 679
Weekly Work Shift Scheduling, 679
Part Time Staffing, 683
Cross Training Employees, 683
Customer Self Service, 683
Adjusting or Sharing Capacity, 683
¦ Operations Management in Practice 17.4:
Restaurant Drive Throughs Improve
Services, 684
Vehicle Routing, 684
The Clarke Wright Savings Heuristic, 685
¦ Case Study:
National Technological University, 694
W/^^^^M CHAPTER 18 IHHHflfl^B Project Management, 698
Introduction, 699
Work Breakdown Structures (WBS), 701
Gantt Charts, 701
PERT and CPM, 703
Construction of a Project Network, 704
Calculating the Completion Time for a
Project, 705
OPERATIONS MANAGEMENT ¦ TABLE OF CONTENTS Xll l
m Operations Management in Practice 18.1:
Project Management for Product Launch at
Oldsmobile, 710
Managing Project Resources, 710
Developing Project Budgets, 711
Monitoring and Controlling Project Costs, 711
Resource Limitations, 715
Time/Cost Trade Offs in Project
Management, 715
PERT Networks and Uncertain Time
Estimates, 719
¦ Operations Management in Practice 18.2:
Using Project Management Tools in Building
Construction at Michigan State
University, 720
Guidelines for Managing Projects, 723
¦ Operations Management in Practice 183:
Platform Teams in the U.S. Auto Industry, 726
m Case Study:
The Hershey Foods Leaf Integration
Project, 736
B CHAPTER 19 Quality Analysis, Measurement,
and Improvement, 740
Introduction, 741
Total Quality Management Implementation
Process, 741
Process Analysis for Continuous Improvement, 742
Process Improvement Model, 743
Benchmarking, 746
Data Collection, Analysis, and Presentation, 748
¦ Operations Management in Practice 19.1:
Aerospace and Defense Contractors Use Strategic
Benchmarking for Improvement, 749
Statistical Tools for Process Improvement, 756
Statistical Sampling and Control, 756
Sampling and the Central Limit Theorem, 756
Using Statistics to Test Inferences about Quality
Control, 758
Process Control Charts, 758
Control Limits Versus Specification Limits, 766
Acceptance Sampling, 769
XIV OPERATIONS MANAGEMENT ¦ TABLE OF CONTENTS
Operations Management Revisited
~~» t ^^flflflfl| CHAPTER 20
f^^^^^^t/f^ Building Competitive Advantage
^^HSBr(j§ through Worid Class
wU^pflKmjfjm Manufacturing: Allen Bradley s
IGK7 JVmL World Contactor Facility, 780
Introduction, 781
Allen Bradley s World Contactors, 782
The World Contactor Facility, 782
Identifying Strategic Threats and Opportunities, 783
The Competitive Challenge, 784
Defining Competitive Advantage, 785
The Foundation for Success, 785
Building Competitive Advantage: Toward World Class
Manufacturing, 786
Cost, 787
Quality, 787
Flexibility and Lead Times, 788
Manufacturing Approaches, Methods, and
Technologies, 788
Concurrent Engineering and the Team
•Approach, 788
Computer Integrated Manufacturing and the
Productivity Pyramid, 789
Bar Coding, 791
Total Quality Management, 792
Just in Time Manufacturing, 792
Human Resource Management, 793
World Class Manufacturing at Allen Bradley:
Outcomes and Benefits, 794
World Class Manufacturing: A Synopsis, 794
Tutorials
TUTORIAL 1
The Transportation
Problem, 799
Introduction, 799
Mathematical Structure of the Transportation
Problem, 799
Solving the Transportation Problem, 801
Finding an Initial Basic Feasible
Solution, 802
Example Tl. 1,803
Example Tl.2, 804
Moving to an Optimal Solution: The
Stepping Stone Method, 804
Example T1.3, 806
Example Tl.4, 807
Special Situations, 810
Alternative Optimal Solutions, 810
Unacceptable Transportation Routes, 810
Degeneracy, 811
Example T1.5, 811
The Unbalanced Transportation Problem, 811
Example T1.6, 812
Changes in Transportation Costs, 814
Example Tl.7, 814
Example Tl.8, 815
Profit Maximization Transportation
Problems, 815
TUTORIAL 2 Decision Analysis, 820
Introduction, 820
Example T2.1,821
Dominated Alternatives, 822
Decision Making under Uncertainty, 823
Optimistic (Maximax) Criterion, 823
Pessimistic (Maximin) Criterion, 824
Coefficient of Optimism (Hurwicz)
Criterion, 824
Equally Likely Criterion, 824
Minimax Regret Criterion, 825
Decision Making under Risk, 826
Expected Value Criterion, 827
Decision Trees, 827
Decision Making with Additional
Information, 828
Expected Value of Perfect Information, 828
Accuracy of Additional Information, 829
Bayes Theorem, 830
Evaluating and Using Additional
Information, 833
TUTORIAL 3 Linear Programming, 841
Introduction, 841
Formulating a Linear Programming Model, 842
Example T3.1, 842
Assumptions Used in Linear Programming, 843
Mathematical Structure of the Linear Programming
Model, 844
Graphical Solutions to Linear Programming
Problems, 844
Example T3.2, 845
Solving Linear Programming Problems Using the
Simplex Method, 847
Example T3.3, 847
Technical Steps in the Simplex Method, 847
Summary of the Steps in the Simplex Method:
Maximization Problems, 855
Shadow Prices, 855
Other Issues in Linear Programming, 856
Other Types of Constraints (5: and =), 856
Minimization Problems, 857
Sensitivity Analysis, 857
TUTORIAL 4 Simulation, 864
Introduction, 864
An Overview of Simulation, 864
Steps in a Simulation Study, 865
Simulating Exogenous Inputs, 865
Example T4.1,870
Simulating the System, 871
Simulation Languages, 876
TUTORIAL 5 Waiting Line Models, 881
Introduction, 881
Structure of Waiting Line Problems, 882
The Input Process, 883
The Waiting Line (Queue), 884
The Service Facility, 887
OPERATIONS MANAGEMENT ¦ TABLE OF CONTENTS XV
Operating Characteristics of Waiting Line Models,
890
Notation Used for Waiting Line Models, 891
Data Collection and Model Validation, 892
Decision Variables in the Analysis of Waiting Lines,
892
The Single Channel, Single Phase Waiting Line
Model, 893
Application of the Single Channel, Single Phase
Waiting Line Model, 894
The Multiple Channel, Single Phase Waiting Line
Model, 896
Application of the Multiple Channel, Single Phase
Waiting Line Model, 896
Other Waiting Line Models, 899
APPENDIX Tables, 904
GLOSSARY, 912 INDEX, 929 ACKNOWLEDGMENTS, 943
|
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| author | Markland, Robert E. Vickery, Shawnee K. Davis, Robert A. |
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| author_role | aut aut aut |
| author_sort | Markland, Robert E. |
| author_variant | r e m re rem s k v sk skv r a d ra rad |
| building | Verbundindex |
| bvnumber | BV012173624 |
| callnumber-first | T - Technology |
| callnumber-label | TS155 |
| callnumber-raw | TS155 |
| callnumber-search | TS155 |
| callnumber-sort | TS 3155 |
| callnumber-subject | TS - Manufactures |
| classification_rvk | QP 500 |
| ctrlnum | (OCoLC)36884260 (DE-599)BVBBV012173624 |
| dewey-full | 658.5 |
| dewey-hundreds | 600 - Technology (Applied sciences) |
| dewey-ones | 658 - General management |
| dewey-raw | 658.5 |
| dewey-search | 658.5 |
| dewey-sort | 3658.5 |
| dewey-tens | 650 - Management and auxiliary services |
| discipline | Wirtschaftswissenschaften |
| edition | 2. ed. |
| format | Book |
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| id | DE-604.BV012173624 |
| illustrated | Illustrated |
| indexdate | 2024-07-09T18:23:00Z |
| institution | BVB |
| isbn | 0538878312 |
| language | English |
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| spelling | Markland, Robert E. Verfasser aut Operations management concepts in manufacturing and services Robert E. Markland ; Shawnee K. Vickery ; Robert A. Davis 2. ed. Cincinnati, Ohio South-Western College Publ. 1998 XXII, 946 S. Ill., graph. Darst. txt rdacontent n rdamedia nc rdacarrier Administracao da producao larpcal Production management Produktion (DE-588)4047347-8 gnd rswk-swf Operations Management (DE-588)4549167-7 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 Operations Management (DE-588)4549167-7 s 1\p DE-604 Vickery, Shawnee K. Verfasser aut Davis, Robert A. Verfasser aut HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=008248049&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis 1\p cgwrk 20201028 DE-101 https://d-nb.info/provenance/plan#cgwrk |
| spellingShingle | Markland, Robert E. Vickery, Shawnee K. Davis, Robert A. Operations management concepts in manufacturing and services Administracao da producao larpcal Production management Produktion (DE-588)4047347-8 gnd Operations Management (DE-588)4549167-7 gnd Management (DE-588)4037278-9 gnd |
| subject_GND | (DE-588)4047347-8 (DE-588)4549167-7 (DE-588)4037278-9 |
| title | Operations management concepts in manufacturing and services |
| title_auth | Operations management concepts in manufacturing and services |
| title_exact_search | Operations management concepts in manufacturing and services |
| title_full | Operations management concepts in manufacturing and services Robert E. Markland ; Shawnee K. Vickery ; Robert A. Davis |
| title_fullStr | Operations management concepts in manufacturing and services Robert E. Markland ; Shawnee K. Vickery ; Robert A. Davis |
| title_full_unstemmed | Operations management concepts in manufacturing and services Robert E. Markland ; Shawnee K. Vickery ; Robert A. Davis |
| title_short | Operations management |
| title_sort | operations management concepts in manufacturing and services |
| title_sub | concepts in manufacturing and services |
| topic | Administracao da producao larpcal Production management Produktion (DE-588)4047347-8 gnd Operations Management (DE-588)4549167-7 gnd Management (DE-588)4037278-9 gnd |
| topic_facet | Administracao da producao Production management Produktion Operations Management Management |
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