Operations management:
Gespeichert in:
| Hauptverfasser: | , |
|---|---|
| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
Upper Saddle River, NJ
Prentice-Hall
1999
|
| Ausgabe: | 5. ed. |
| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | Bis 4. Aufl. u.d.T.: Heizer, Jay H.: Production and operations management |
| Beschreibung: | Getr. Zählung Ill., graph. Darst. CD-ROM (12 cm) |
| ISBN: | 013905068X |
Internformat
MARC
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| 245 | 1 | 0 | |a Operations management |c Jay Heizer ; Barry Render |
| 250 | |a 5. ed. | ||
| 264 | 1 | |a Upper Saddle River, NJ |b Prentice-Hall |c 1999 | |
| 300 | |a Getr. Zählung |b Ill., graph. Darst. |e CD-ROM (12 cm) | ||
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| 338 | |b nc |2 rdacarrier | ||
| 500 | |a Bis 4. Aufl. u.d.T.: Heizer, Jay H.: Production and operations management | ||
| 650 | 4 | |a Administración de la producción | |
| 650 | 7 | |a Management |2 gtt | |
| 650 | 7 | |a Operations research |2 gtt | |
| 650 | 4 | |a Production management | |
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Datensatz im Suchindex
| _version_ | 1804127340500877312 |
|---|---|
| adam_text | ??Brief Contents
Chapter 1 Operations As a Competitive Weapon 1
PART ONE Strategic Choices
Chapter 2 Operations Strategy 25
Supplement A Decision Making 67
PART TWO Process
Chapter 3 Process Management 87
Chapter 4 Management of Technology 125
Supplement B Computer Integrated Manufacturing 157
Chapter 5 Work Force Management 165
Supplement C Learning Curves 201
PART THREE Quality
Chapter 6 Total Quality Management 212
Chapter 7 Statistical Process Control 245
Supplement D Acceptance Sampling 285
PART FOUR Capacity, Location, and Layout
Chapter 8 Capacity 299
Supplement E Waiting Line Models 327
Supplement F Simulation Analysis 347
Chapter 9 Location 360
Chapter 10 Layout 400
PART FPVE Operating Decisions
Chapter 11 Supply Chain Management 453
Chapter 12 Forecasting 491
Chapter 13 Inventory Management 543
Supplement G Special Inventory Models 581
Chapter 14 Aggregate Planning 595
Supplement H Linear Programming 637
Chapter 15 Material Requirements Planning 673
Supplement I Master Production Scheduling 719
Chapter 16 Just in Time Systems 733
Chapter 17 Scheduling 760
Chapter 18 Managing Projects 795
Appendix 1 Financial Analysis 841
Appendix 2 Normal Distribution 853
Appendix 3 Cumulative Poisson Probabilities 854
Appendix 4 Table of Random Numbers 857
Answers to Selected Problems 858
Name Index 863
Company Index 867
Subject Index 870
fr Contents
C ¦ ¦ Chapter 1 Operations As a Competitive Weapon 1
What Is Operations Management? 3
Operations Management As a Set of Decisions 4
Operations Management As a Function 6
Manufacturing and Services: Differences and Similarities 7
Differences Between Manufacturing and Services 7
Similarities Between Manufacturing and Services 9
Trends in Operations Management 9
Service Sector Growth 9
Productivity Changes 10
Global Competition 13
Managerial Practice 1.1
Successful Japanese Owned Facilities in the United States 14
Competition Based on Quality, Time, and Technology 14
Environmental, Ethical, and Work Force Diversity Issues 15
Operations Management and the Organization 16
Operations Management As an Interfunctional Imperative 16
Operations Management As a Competitive Weapon 17
Managerial Practice 1.2
Meeting the Competitive Challenge 18
Discussion Questions 21
Problems 22
CASE: Chad s Creative Concepts 23
PART ONE Strategic Choices
¦ ¦ Chapter 2 Operations Strategy 25
Corporate Strategy 28
Strategic Choices 28
Global Strategies 30
Market Analysis 31
Market Segmentation 31
Needs Assessment 32
Competitive Priorities 32
Managerial Practice 2.1
Linking Markets to Operations at Greyhound 33
Cost 33
Quality 34
Time 34
Contents xix
Managerial Practice 2.2
High Performance Design in the Cruise Ship Industry 35
Flexibility 35
Selecting Competitive Priorities 36
Managerial Practice 2.3
Customization and Development Speed in the Tailor Industry 37
Flow Strategy 38
Flexible Flow Strategy 38
Line Flow Strategy 39
A Continuum of Strategies 40
Strategies Based on Flows 41
Mass Customization 43
Product or Service Implications 43
Process Implications 43
Flow Strategy and Competitive Priorities 44
Touring a Flexible Flow Facility: Lower Florida Keys Health System 45
Service Plans, Competitive Priorities, and Quality 45
Process Management, Technology, and Work Farce Management 46
Capacity and Location 46
THE BIG PICTURE: Layout and Flow at LFKHS 47
Supply Chain Management, Staffing Plans, and Scheduling 47
Touring a Line Flow Facility: Chaparral Steel 50
Product Plans, Competitive Priorities, and Quality 50
Process Management 51
Technology and Work Force Management 52
Capacity and Location 53
THE BlG PICTURE: Layout and Flow at Chaparral Steel 53
Supply Chain Management, Production Plans, and Scheduling 53
Differences Between LFKHS and Chaparral Steel 57
Discussion Questions 59
CASE: BSB, Inc.: The Pizza Wars Come to Campus 60
Experiential Learning: Min Yo Garment Company 62
~iM Supplement A: Decision Making 67
Break Even Analysis 67
Evaluating Products or Services 68
Evaluating Processes 70
Preference Matrix 71
Decision Theory 72
Decision Making Under Certainty 73
Decision Making Under Uncertainty 73
Decision Making Under Risk 75
Value of Perfect Information 75
Decision Trees 76
Problems 82
XX Contents
??PART TWO Process
¦ ¦ Chapter 3 Process Management 87
What Is Process Management? 89
Managerial Practice 3.1
Process Management: Ethics and the Environment 90
Major Process Decisions 91
Process Choice 91
THE BIG PICTURE: Process Choice at King Soopers Bakery 94
Vertical Integration 94
Managerial Practice 3.2
Choosing the Right Amount of Vertical Integration 98
Resource Flexibility 100
Customer Involvement 102
Capital Intensity 102
Relationships Between Decisions 103
Service Operation Relationships 105
Economies of Scope 107
Gaining Focus 107
Designing Processes 108
Process Reengineering 108
Process Improvement 110
Managerial Practice 3.3
Process Improvements in Operations and Marketing 111
Discussion Questions 117
Problems 118
CASE: Custom Molds, Inc. 121
H ¦ Chapter 4 Management of Technology 125
The Meaning and Role of Technology 127
Three Primary Areas of Technology 127
Management of Technology 131
Technology s Role in Improving Business Performance 131
Managerial Practice 4.1
Gaining Competitive Advantage with Java 132
Information Technology 132
Components of Information Technology 133
Impact of the Internet 134
Managerial Practice 4.2
E Commerce Alters How Businesses Buy and Sell 135
Creating and Applying Technology 136
Research and Development Stages 136
Managerial Practice 4.3
Developing a Hybrid Power Train for Automobiles 138
Technology Fusion 140
Contents xxi
Technology Strategy 141
Technology as a Competitive Advantage 141
Fit with Competitive Priorities 142
Core Competencies 142
Managerial Practice 4.4
Technological Choice and the Environment 143
First Mover Considerations 143
Economic Justification 144
Disruptive Technologies 145
Implementation Guidelines 146
Technology Acquisition 146
Technology Integration 148
The Human Side 148
Managerial Practice 4.5
The Human Side at Chaparral Steel 149
Leadership 150
Discussion Questions 151
Problems 152
CASE: Bill s Hardware 154
¦ ¦ Supplement B: Computer Integrated Manufacturing 157
Computer Aided Design and Manufacturing 158
Numerically Controlled Machines 159
Industrial Robots 159
Automated Materials Handling 160
AGVs 160
AS/RS 161
Flexible Manufacturing Systems 161
Discussion Questions 164
¦ ¦ Chapter 5 Work Force Management 165
Organizational Restructuring 167
Teams 167
Managerial Practice 5.1
Huffy Bicycles Increases Resource Flexibility with the Help
of a Self Managed Work Team 170
Horizontal Organizations 171
Incentive Plans 172
Training Programs 174
Job Design 174
Job Specialization 175
Alternatives to Specialization 176
Work Standards 177
Work Standards As a Management Tool 177
Areas of Controversy 178
Methods of Work Measurement 178
xxii Contents
Managerial Practice 5.2
Allowing Workers to Define Their Own Work Standards 179
Time Study Method 179
Elemental Standard Data Approach 183
Predetermined Data Approach 184
Work Sampling Method 186
Managerial Considerations in Work Measurement 190
Discussion Questions 194
Problems 194
CASE: The Facilities Maintenance Problem at Midwest University 199
¦ ¦ Supplement C: Learning Curves 201
The Learning Effect 201
Background 201
Managerial Practice C.I
The Learning Curve Effect at Samsung 202
Learning Curves and Competitive Strategy 202
Developing Learning Curves 203
Using Learning Curves 205
Bid Preparation 205
Financial Planning 205
Labor Requirement Estimation 206
Managerial Considerations in the Use of Learning Curves 207
Problems 209
??PARTTHREE Quality
MM Chapter 6 Total Quality Management 212
Quality: A Management Philosophy 214
Customer Driven Definitions of Quality 215
Quality As a Competitive Weapon 216
Employee Involvement 216
Cultural Change 217
Individual Development 217
Awards and Incentives 218
Continuous Improvement 218
Getting Started with Continuous Improvement 218
Problem Solving Process 219
The Costs of Poor Quality 220
Prevention Costs 220
Appraisal Costs 220
Managerial Practice 6.1
Continuous Improvement at the Timken Company 221
Internal Failure Costs 221
External Failure Costs 222
Improving Quality Through TQM 223
Benchmarking 223
Product and Service Design 224
Contents xxiii
Managerial Practice 6.2
International Considerations in Automobile Design 225
Process Design 226
Quality Function Deployment 226
Purchasing Considerations 227
Tools for Improving Quality and Performance 228
Data Snooping 230
Malcolm Baldrige National Quality Award 231
International Quality Standards 233
The ISO 9000 Standards 233
ISO 14000—An Environmental Management System 233
Benefits of ISO Certification 234
Discussion Questions 238
Problems 238
CASE: Cranston Nissan 241
CASE: Jose s Authentic Mexican Restaurant 242
¦ ¦ Chapter 7 Statistical Process Control 245
Sources of Variation 247
Common Causes 248
Assignable Causes 249
The Inspection Process 250
Quality Measurements 250
Managerial Practice 7.1
Quality Measures in Health Care Services 251
Sampling 251
Inspection Station Location 256
Statistical Process Control Methods 256
Control Charts for Variables 256
Control Charts for Attributes 261
Technology in Statistical Process Control 264
Process Capability 265
Defining Process Capability 266
Using Continuous Improvement to Determine the Capability
of a Process 268
Managerial Practice 7.2
Process Capability Study at Ross products 269
Quality Engineering 270
Discussion Questions 275
Problems 275
EXPERIENTIAL LEARNING: Statistical Process Control with a Coin
Catapult 282
¦ ¦ Supplement D: Acceptance Sampling 285
Acceptance Sampling Plan Decisions 285
Quality and Risk Decisions 286
Sampling Plans 286
XXW Contents
Operating Characteristic Curves 288
Drawing the OC Curve 288
Explaining Changes in the OC Curve 290
Average Outgoing Quality 292
Problems 296
^?PART FOUR Capacity, Location, and Layout
¦ ¦ ¦ Chapter 8 Capacity 299
Capacity Planning 301
Managerial Practice 8.1
The Agony of Too Much—and Too Little—Capacity 301
Measures of Capacity 302
Economies of Scale 304
Managerial Practice 8.2
Economies of Scale at Work 306
Diseconomies of Scale 306
Capacity Strategies 307
A Systematic Approach to Capacity Decisions 311
Step 1: Estimate Capacity Requirements 311
Step 2: Identify Gaps 312
Step 3: Develop Alternatives 313
Step 4: Evaluate the Alternatives 314
Tools for Capacity Planning 315
Waiting Line Models 315
Decision Trees 315
Discussion Questions 320
Problems 320
CASE: Fitness Plus, Part A 325
¦ Supplement E: Waiting Line Models 327
Why Waiting Lines Form 327
Uses of Waiting Line Theory 328
Structure of Waiting Line Problems 328
Customer Population 329
The Service System 329
Priority Rule 331
Probability Distributions 331
Arrival Distribution 332
Service Time Distribution 332
Using Waiting Line Models to Analyze Operations 333
Single Server Model 334
Multiple Server Model 337
Finite Source Model 339
Decision Areas for Management 340
Problems 344
Contents XXV
¦ ¦ Supplement F: Simulation Analysis 347
Reasons for Using Simulation 347
The Simulation Process 348
Data Collection 348
Random Number Assignment 350
Model Formulation 351
Analysis 352
Problems 356
¦ ¦ ¦ Chapter 9 Location 360
The Globalization and Geographic Dispersion of Operations 362
Reasons for Globalization 362
Disadvantages to Globalization 363
Hot Spots of Global Economic Activity 364
Managing Global Operations 367
Managerial Practice 9.1
Managerial Challenges at the Radisson Slavjanskaya 368
Factors Affecting Location Decisions 369
Dominant Factors in Manufacturing 369
Managerial Practice 9.2
MCI s Location in Colorado Springs 371
Dominant Factors in Services 372
Locating a Single Facility 373
Selecting On Site Expansion, New Location, or Relocation 373
Comparing Several Sites 373
Managerial Practice 9.3
Data Collection with the Tiger File 374
Applying the Load Distance Method 375
Using Break Even Analysis 380
Locating a Facility Within a Network of Facilities 381
The Transportation Method 382
Other Methods of Location Analysis 385
Discussion Questions 390
Problems 391
CASE: Imaginative Toys 397
¦ ¦ Chapter 10 Layout 400
What Is Layout Planning? 401
Strategic Issues 402
Managerial Practice 10.1
Retailers Match Layouts to Strategies 403
Layout Types 404
Performance Criteria 406
Creating Hybrid Layouts 408
One Worker, Multiple Machines 408
Group Technology 409
XXVI Contents
Managerial Practice 10.2
Cummins Engine Uses Group Technology 411
Designing Process Layouts 411
Step 1: Gather Information 411
Step 2: Develop a Block Plan 414
Step 3: Design a Detailed Layout 416
Aids for Process Layout Decisions 417
Warehouse Layouts 417
THE BIG PICTURE: Layout of Addison Wesley Longman Distribution Center 419
Office Layouts 424
Designing Product Layouts 425
Line Balancing 425
Managerial Practice 10.3
Telecommuting at Pacific Bell 426
Other Considerations 431
Discussion Questions 437
Problems 437
CASE: Hightec, Inc. 448
CASE: The Pizza Connection 450
??PART FIVE Operating Decisions
¦ ¦ ¦ Chapter 11 Supply Chain Management 453
Overview of Supply Chain Management 455
Materials Management 456
Supply Chains 458
Supply Chains for Service Providers 460
Developing Integrated Supply Chains 460
Managerial Practice 11.1
Supply Chain Management at Arizona Public Service 461
Purchasing 462
The Acquisition Process 463
Electronic Purchasing 463
Supplier Selection and Certification 464
Supplier Relations 466
Managerial Practice 11.2
Sole Sourcing Seats for the Ford Taurus 468
Outsourcing 468
Centralized Versus Localized Buying 469
Value Analysis 469
Distribution 470
Placement of Finished Goods Inventory 470
Managerial Practice 11.3
Value Analysis in Chrysler s Supply Chain 471
Selection of Transportation Mode 472
Contents xxvii
Managerial Practice 11.4
IBM Uses Backward Placement for International Distribution 473
Scheduling, Routing, and Carrier Selection 473
Measures of Supply Chain Performance 474
Inventory Measures 474
Links to Financial Measures 475
Supply Chain Links to Operations Strategy 476
Efficient Versus Responsive Supply Chains 476
The Design of Efficient and Responsive Supply Chains 478
Managerial Practice 11.5
Campbell Soup Company Designs an Efficient Supply Chain 479
Supply Chain Dynamics 480
External Supply Chain Causes 480
Internal Supply Chain Causes 481
Discussion Questions 484
Problems 485
CASE: Wolf Motors 486
Experiential Learning: Sonic Distributors 487
MM Chapter 12 Forecasting 491
Demand Characteristics 493
Patterns of Demand 493
Factors Affecting Demand 494
Designing the Forecasting System 496
Deciding What to Forecast 496
Choosing the Type of Forecasting Technique 496
Forecasting with Computers 498
Managerial Practice 12.1
Wal Mart Uses the Internet to Improve Forecast Performance 499
Judgment Methods 500
Sales Force Estimates 500
Executive Opinion 500
Market Research 501
Delphi Method 501
Guidelines for Using Judgment Forecasts 502
Causal Methods: Linear Regression 503
Time Series Methods 506
Naive Forecast 506
Estimating the Average 507
Including a Trend 512
Seasonal Patterns 515
Choosing a Time Series Method 518
Forecast Error 518
Criteria for Selecting Time Series Methods 523
Discussion Questions 532
Problems 534
CASE: Yankee Fork and Hoe Company 540
XXviH Contents
¦ ¦ Chapter 13 Inventory Management 543
Inventory Concepts 544
Pressures for Low Inventories 545
Pressures for High Inventories 545
Managerial Practice 13.1
Using Information Technology to Reduce Ordering Costs 547
Types of Inventory 547
Inventory Reduction Tactics 549
Managerial Practice 13.2
Reducing the Need for Safety Stocks in the Skiwear Industry 551
Placement of Manufacturing Inventories 551
Identifying Critical Inventory Items with ABC Analysis 552
Economic Order Quantity 553
Calculating the EOQ 553
Understanding the Effect of Changes 557
Inventory Control Systems 557
Continuous Review (Q) System 558
Periodic Review (P) System 564
Comparative Advantages of the Q and P Systems 567
Hybrid Systems 568
Inventory Record Accuracy 568
Discussion Questions 574
Problems 574
CASE: Parts Emporium 579
¦ ¦ Supplement G: Special Inventory Models 581
Noninstantaneous Replenishment 581
Quantity Discounts 583
One Period Decisions 586
Problems 592
MM Chapter 14 Aggregate Planning 595
The Purpose of Aggregate Plans 597
Aggregation 597
Managerial Practice 14.1
Typical Aggregate Planning Problems 598
Relationship to Other Plans 599
Managerial Importance of Aggregate Plans 600
Managerial Inputs 600
Typical Objectives 601
Reactive Alternatives 602
Aggressive Alternatives 604
Planning Strategies 605
The Planning Process 606
Determining Demand Requirements 606
Contents xxix
Managerial Practice 14.2
Hallmark s Level Strategy 607
Identifying Alternatives, Constraints, and Costs 608
Preparing an Acceptable Plan 608
Implementing and Updating the Plan 609
Aggregate Planning with Spreadsheets 609
Level Strategy with Overtime and Undertime 609
Chase Strategy with Hiring and Layoffs 612
Mixed Strategies 613
Aggregate Planning with Mathematical Methods 616
Transportation Method of Production Planning 616
Linear Programming for Production Planning 623
Managerial Considerations 624
Discussion Questions 629
Problems 630
CASE: Memorial Hospital 634
¦ ¦ Supplement H: Linear Programming 637
Basic Concepts 637
Formulating a Problem 639
Graphic Analysis 641
Plot the Constraints 641
Identify the Feasible Region 643
Plot an Objective Function Line 645
Find the Visual Solution 646
Find the Algebraic Solution 647
Slack and Surplus Variables 648
Sensitivity Analysis 649
Objective Function Coefficients 649
Right Hand Side Parameters 653
Computer Solution 655
Simplex Method 656
Computer Output 656
Applications 658
Discussion Questions 664
Problems 665
MM Chapter 15 Material Requirements Planning 673
Dependent Demand 675
Benefits of Material Requirements Planning 676
Managerial Practice 15.1
MRP Helps a Small Plastics Company Reduce Costs and
Improve Service 677
Inputs to Material Requirements Planning 678
Bill of Materials 678
Master Production Schedule 680
Inventory Record 681
XXX Contents
Planning Factors 684
Planning Lead Time 685
Lot Sizing Rules 685
Safety Stock 688
Outputs from Material Requirements Planning 689
Material Requirements Planning Explosion 689
Action Notices 692
Capacity Reports 693
Resource Planning 695
Manufacturing Resource Planning 696
Resource Planning for Services 696
Enterprise Resource Planning 697
Implementation Issues 698
Prerequisites 698
Managerial Practice 15.2
Environmental Regulations Cause Landa, Inc., to Implement ERP 699
Favorable Environments for Material Requirements Planning 700
Discussion Questions 705
Problems 705
CASE: Flashy Flashers, Inc. 714
¦ ¦ Supplement I: Master Production Scheduling 719
Master Production Scheduling Process 719
Functional Interfaces 720
Developing a Master Production Schedule 720
Available to Promise Quantities 723
Freezing the MPS 724
Discussion Questions 728
Problems 728
¦ ¦ Chapter 16 Just in Time Systems 733
Characteristics of Just in Time Systems 735
Pull Method of Materials Flow 735
Consistently High Quality 736
Small Lot Sizes 737
Uniform Workstation Loads 738
Standardized Components and Work Methods 739
Close Supplier Ties 739
Flexible Work Force 740
Line Flow Strategy 740
Automated Production 740
Preventive Maintenance 741
Continuous Improvement with Just in Time Systems 741
The Kanban System 743
Managerial Practice 16.1
Implementing a Pull System in an Assemble to Order Environment 744
General Operating Rules 744
Determining the Number of Containers 745
Other Kanban Signals 746
Contents XXXI
JIT II 747
Just in Time Systems in Services 748
Strategic Implications of Just in Time Systems 749
Competitive Priorities 749
Flow Strategy 749
Operational Benefits 749
Implementation Issues 750
Organizational Considerations 750
Process Considerations 751
Managerial Practice 16.2
Implementing Just in Time Manufacturing at General Motors 752
Inventory and Scheduling 752
Choice of a Production and Inventory Management System 753
Reorder Point Versus Material Requirements Planning Systems 753
Material Requirements Planning Versus Just in Time Systems 754
The Manufacturing Environment 754
Discussion Questions 756
Problems 756
CASE: Copper Kettle Catering 758
II ¦ ¦ Chapter 17 Scheduling 760
Scheduling in Manufacturing 762
Gantt Charts 763
Performance Measures 764
Job Shop Dispatching 766
Sequencing Operations for One Machine 767
Multiple Workstation Scheduling 772
Sequencing Operations for a Two Station Flow Shop 112
Labor Limited Environments 774
Theory of Constraints 114
Managerial Practice 17.1
Use of the Theory of Constraints at Dixie Iron Works 776
Scheduling in Services 777
Scheduling Customer Demand 111
Scheduling the Work Force 111
Managerial Practice 17.2
Shift Scheduling at New Brunswick Telephone Company 782
Discussion Questions 789
Problems 789
CASE: Food King 793
¦ ¦¦ Chapter 18 Managing Projects 795
Project Management 796
Elements of Project Management 797
Appropriate Use of the Project Management Approach 798
XXXii Contents
Network Planning Methods 799
Describing the Project 799
Diagramming the Network 800
Estimating Time of Completion 804
Monitoring Project Progress 809
Probabilistic Time Estimates 810
THE BIG PICTURE: Coors Field Baseball Stadium Project 810
Calculating Time Statistics 814
Analyzing Probabilities 816
Cost Considerations 818
Computerized Project Scheduling and Control 823
Managerial Practice 18.1
Integrated Project Control at the M. W. Kellogg Company 824
Discussion Questions 831
Problems 831
CASE: The Pert Studebaker 838
Appendix 1 Financial Analysis 841
Appendix 2 Normal Distribution 853
Appendix 3 Cumulative Poisson Probabilities 854
Appendix 4 Table of Random Numbers 857
Answers to Selected Problems 858
Name Index 863
Company Index 867
Subject Index 870
|
| any_adam_object | 1 |
| author | Heizer, Jay H. 1935- Render, Barry 1946- |
| author_GND | (DE-588)129581100 (DE-588)135972833 |
| author_facet | Heizer, Jay H. 1935- Render, Barry 1946- |
| author_role | aut aut |
| author_sort | Heizer, Jay H. 1935- |
| author_variant | j h h jh jhh b r br |
| building | Verbundindex |
| bvnumber | BV012678947 |
| 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)39182161 (DE-599)BVBBV012678947 |
| 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 | 5. ed. |
| format | Book |
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| genre_facet | Einführung Lehrbuch |
| id | DE-604.BV012678947 |
| illustrated | Illustrated |
| indexdate | 2024-07-09T18:31:48Z |
| institution | BVB |
| isbn | 013905068X |
| language | English |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-008617407 |
| oclc_num | 39182161 |
| open_access_boolean | |
| physical | Getr. Zählung Ill., graph. Darst. CD-ROM (12 cm) |
| publishDate | 1999 |
| publishDateSearch | 1999 |
| publishDateSort | 1999 |
| publisher | Prentice-Hall |
| record_format | marc |
| spelling | Heizer, Jay H. 1935- Verfasser (DE-588)129581100 aut Operations management Jay Heizer ; Barry Render 5. ed. Upper Saddle River, NJ Prentice-Hall 1999 Getr. Zählung Ill., graph. Darst. CD-ROM (12 cm) txt rdacontent n rdamedia nc rdacarrier Bis 4. Aufl. u.d.T.: Heizer, Jay H.: Production and operations management Administración de la producción Management gtt Operations research gtt Production management Operations Management (DE-588)4549167-7 gnd rswk-swf Produktion (DE-588)4047347-8 gnd rswk-swf Management (DE-588)4037278-9 gnd rswk-swf 1\p (DE-588)4151278-9 Einführung gnd-content 2\p (DE-588)4123623-3 Lehrbuch gnd-content Produktion (DE-588)4047347-8 s Management (DE-588)4037278-9 s DE-604 Operations Management (DE-588)4549167-7 s 3\p DE-604 Render, Barry 1946- Verfasser (DE-588)135972833 aut HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=008617407&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 2\p cgwrk 20201028 DE-101 https://d-nb.info/provenance/plan#cgwrk 3\p cgwrk 20201028 DE-101 https://d-nb.info/provenance/plan#cgwrk |
| spellingShingle | Heizer, Jay H. 1935- Render, Barry 1946- Operations management Administración de la producción Management gtt Operations research gtt Production management Operations Management (DE-588)4549167-7 gnd Produktion (DE-588)4047347-8 gnd Management (DE-588)4037278-9 gnd |
| subject_GND | (DE-588)4549167-7 (DE-588)4047347-8 (DE-588)4037278-9 (DE-588)4151278-9 (DE-588)4123623-3 |
| title | Operations management |
| title_auth | Operations management |
| title_exact_search | Operations management |
| title_full | Operations management Jay Heizer ; Barry Render |
| title_fullStr | Operations management Jay Heizer ; Barry Render |
| title_full_unstemmed | Operations management Jay Heizer ; Barry Render |
| title_short | Operations management |
| title_sort | operations management |
| topic | Administración de la producción Management gtt Operations research gtt Production management Operations Management (DE-588)4549167-7 gnd Produktion (DE-588)4047347-8 gnd Management (DE-588)4037278-9 gnd |
| topic_facet | Administración de la producción Management Operations research Production management Operations Management Produktion Einführung Lehrbuch |
| url | http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=008617407&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
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