Operations management: multimedia version
Saved in:
| Main Authors: | , |
|---|---|
| Format: | Book |
| Language: | English |
| Published: |
Upper Saddle River, NJ
Prentice-Hall
2000
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| Edition: | 3. ed. |
| Subjects: | |
| Online Access: | Inhaltsverzeichnis |
| Physical Description: | XXIV, 868, 11 S. Ill., graph. Darst. CD-ROM (12 cm) |
| ISBN: | 0138499365 0130130923 0130869597 |
Staff View
MARC
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Preface v
FOUNDATION MATERIAL I
1 ZEROING IN ON OPERATIONS 2
Supplement A: Historical Perspective: Progress in Operations
Management 24
Supplement B: Tour of a Service Operation: A View of Wal Mart s
Distribution System 30
2 STRATEGIC GUIDANCE FOR OPERATIONS 34
Supplement C: Decision Making 63
3 TOTAL QUALITY: STRIVING FOR CUSTOMER SATISFACTION
AND CONTINUOUS IMPROVEMENT 78
4 FORECASTING DEMAND 114
DESIGN OF OPERATIONS SYSTEMS 173
5 FACILITY LOCATION 174
Supplement D: Work Measurement and Time Standards 207
6 ARRANGEMENT OF FACILITIES TO PRODUCE GOODS
AND SERVICES 222
7 APPLICATION OF TECHNOLOGY FOR COMPETITIVE
ADVANTAGE 268
8 DESIGN OF JOBS AND COMPENSATION 298
MANAGING INPUTS FOR VALUE ADDING OPERATIONS 333
9 PLANNING FOR OPERATIONS AND CAPACITY 334
10 MANAGING THE SUPPLY CHAIN AND MATERIALS 370
11 MANAGING INDEPENDENT DEMAND INVENTORY 410
12 MANAGING DEPENDENT DEMAND INVENTORY 446
PLANNING AND CONTROLLING THE PRODUCTION OF GOODS
AND SERVICES 493
13 SCHEDULING AND CONTROLLING MANUFACTURING 494
Ik
EKII Contents in Brief
aft
14 THE JIT ANDTOC PHILOSOPHIES OF IMPROVING OPERATIONS 526
Supplement £: Total Productive Maintenance 563
15 CONSIDERATIONS IN SCHEDULING AND CONTROLLING SERVICES 574 f
Supplement F: Simulation 612 l
16 SCHEDULING AND CONTROLLING PROJECTS 626
17 STATISTICAL QUALITY CONTROL 666
THE CONTINUING SAGA OF STAYING COMPETITIVE 703
18 REFINE AND REDESIGN FOR CONTINUOUS
IMPROVEMENT 704
Preface v
FOUNDATION MATERIAL I
1 ZEROING IN ON OPERATIONS 2
Functions within Businesses 4
The Operations Function • Some General Types of Operations • General Types of Service
Operations • General Types of Manufacturing Operations
General Differences between Services and Manufacturing 12
U.S. Employment Shifts between Types of Businesses 13
Operations: An Important Element in Gaining Customers Favor 14
Skills and Activities of Operations Managers
Overview of the Book 18
Summary 20 • Key Terms 21 • Discussion Questions 21 • Internet Exercises 21 • Bibliography 22
Supplement A: Historical Perspective: Progress in Operations Management 24
The Industrial Revolution 25
The First U.S. Factory 25
Specialized Labor and Standardized Parts 25
Growth of the Factory System in the United States 25
The Need for New Management Skills 26
The Management Movement 26
The Scientific Management Era • The Human Relations Era • The Management Science Era • The
Information Age • The Trend toward Management by Empowerment
Growth of Technology 28
Japanese Influence on Operations Management 28
The Rise of the Service Sector 29
Key Terms 29
Supplement B: Tour of a Service Operation: A View of Wal Mart s Distribution System 30
2 STRATEGIC GUIDANCE FOR OPERATIONS 34
Application: Corporate Strategy at General Electric
Strategy Provides Focus 38
Different Operations, Different Strategies 40
Operations: A Vital Element in Strategy 41
Strategy Formulation 41
How Strategy Can Help Add Value for Customers • External Conditions • Internal Conditions •
Operations Management in Action: Porsche s Strategy for Cost Efficiency and Quality
Just What Is Quality? 47
|xiv Contents
The Strategic Significance of Quality 50
The Cost of Quality 51
Cost Efficiency 53
Flexibility 54
Operations Management in Action: Dell Computer Corporation s Virtual Integration Strategy
Dependability/Service 56
Becoming Excellent at the Right Things 56
Application: Attributes That Should Be Emphasized for Quality
Summary 58 • Key Terms 59 • Discussion Questions 60 • Internet Exercises 60 • Bibliography 61
Supplement C: Decision Making 63
Phases of Decision Making 64
Recognition of the Need for a Decision • Identification of Objectives • Search for Reasonable
Alternatives • Evaluation of Alternatives • Selection of the Best Alternative • Implementation
Modeling 66
Types of Models • The Modeling Process • The Value of Models
Models of Decision Making 68
Statistical Decision Theory • Application: Example of a Decision Matrix • Decision Trees •
Application: Example of a Decision Tree
Summary 74 • Key Terms 74 • Discussion Questions 74 • Problems 75 • Bibliography 77
3 TOTAL QUALITY: STRIVING FOR CUSTOMER SATISFACTION
AND CONTINUOUS IMPROVEMENT 78
Leadership 82
Operations Management in Action: Ideas from Dr. Deming
Human Resource Focus 83
Operations Management in Action: At Motorola, Quality Is a Team Sport
Information and Analysis 87
Strategic Planning 88
Customer and Market Focus 90
Application: Standards Facilitate Inter Firm Quality: ISO 9000
Process Management 93
Improving the Product Development Process • Quality Function Deployment (QFD) • Technology
Improves the Design Process and Deployment of Results • Consistent, On Target Performance
Business Results 106
Summary 107 • Key Terms 109 • Discussion Questions 109 • Problems 109 • Internet Exercises 111 •
Bibliography 112
4 FORECASTING DEMAND 114
Introduction 116
Businesses May Use Forecasts in Several Subject Areas • Numerous Factors Affect Demand • How
Forecasting Can Help Add Value for Customers • Forecast Horizons and Update Frequencies •
Judgment Needed in Forecasting
Overview of Forecasting Methods 122
Subjective Forecasting Methods 122
Field Sales Force • Jury of Executives • Users Expectations • Delphi Method
Contents XV
Quantitative Forecasting Methods 125
Preliminary Analysis • Components of a Time Series • When Various Models Are Appropriate
Measures of Forecast Accuracy 128
Mean Absolute Deviation (MAD) • Mean Square Error (MSE) • Mean Forecast Error (MFE) •
Mean Absolute Percentage Error (MAPE)
Time Series Smoothing 131
Simple Moving Average • Weighted Moving Average • Single Exponential Smoothing • Application:
Example of Single Exponential Smoothing and MAD • Double Exponential Smoothing
Time Series Decomposition 142
Multiplicative and Additive Models • Application: Example of Time Series Decomposition
Causal Models 149
Regression Methods • Application: Example of Simple Linear Regression
Using Computers to Forecast 152
Application: Forecasting Product Demand
Monitoring and Controlling Forecasts 154
Summary 155 • Key Terms 157 • Demonstration Problems 157 • Discussion Questions 161 •
Problems 161 • Computer Based Problems 170 • Internet Exercises 171 • Bibliography 172
DESIGN OF OPERATIONS SYSTEMS 173
5 FACILITY LOCATION 174
Determining the Size and Capacity of the Facility 177
The Importance of Location 179
Competition • Cost • Hidden Effects • How Facility Location Can Help Add Value for Customers
Location Decisions 181
The Systems View
Location Factors 182
Market Related Factors • Tangible Cost Factors • Intangible Factors • Operations Management in
Action: BMW Selects Spartanburg, S.C. • Du Pont Locates Plant in India
Location Evaluation Methods 188
Retail Considerations • Usefulness of Geographic Information Systems (GIS) • Application: Location
Selection for an Outpatient Clinic • General Procedure for Location Selection • Grouping of Service
Areas • Cost Profit Volume or Break Even Analysis • Point Rating • The Transportation Method of
Linear Programming • Application: Use of the Transportation Method in Location Analysis • Simulation
Summary 197 • Key Terms 197 • Discussion Questions 197 • Problems 198 • Internet Exercises 201 •
Cases 202 • Bibliography 205
Supplement D: Work Measurement and Time Standards 207
Work Measurement 207
Uses for Time Standards • Where Work Measurement Can Be Applied
Methods Used in Setting Standards 208
Time Study • Standard Data • Predetermined Motion Times • Historical Records • Work
Sampling • Employee Self Timing
Summary 216 • Key Terms 217 • Demonstration Problems 217 • Discussion Questions 218 •
Problems 219 • Bibliography 220
0:
Jijtvi Contents
W
6 ARRANGEMENT OF FACILITIES TO PRODUCE GOODS AND SERVICES 222
Different Layouts for Different Operations 224
Application: Kentucky Fried Chicken s New Prototype • Retail Layout • How Facility Layout Can Help Add
Value for Customers • Distribution and Warehouse Areas • Office Layout • Application: Example of an
Office Layout
Consideration of Major Layout Types 232
Job Shop Layout or Layout by Function • Layout by Product or Flow Line Layout • Hybrid Layouts •
Manufacturing Cells or Cellular Manufacturing • Operations Management in Action: A Customized,
Robotized Machining Cell • Materials Handling with Cellular Manufacturing • Some Common Cell
Arrangements • Application of Cellular Configurations in Services
Factors That Influence Layout Selection 241
Cost Advantages of Layout Types Related to the Volume of Production
Support Sendees 241
Analysis for Layout by Product 242
Line Balancing • Example of Line Balancing • Other Considerations • Potential Increases in
Production Rate
Analysis for Layout by Process 248
Determining Department Size • Determining Department Location • Transportation Cost as a
Criterion for Layout • Nontransportation Factors
Arrangement of Equipment and Work Areas within Departments 253
The Need for Versatility
Summary 254 • Key Terms 255 • Demonstration Problem 255 • Discussion Questions 256 •
Problems 257 • Internet Exercises 266 • Bibliography 266
7 APPLICATION OF TECHNOLOGY FOR COMPETITIVE ADVANTAGE 268
Three Areas That Technology Can Benefit 270
New Goods and Services • Improved Ways to Provide Goods and Services • How Technology Can Help
Add Value for Customers • Improve the Structure and Functioning of the Organization
Management Support for Technical Progress 272
Encouraging Technical Awareness • Foster Idea Acceptance
Information Technology Has Broad Impact on Businesses and Lives 275
Overview of Some Changes from Information Technology
Some Applications of Technology in Business 277
Operations Management in Action: Information Technology in Travel Services • Office Automation •
Electronic Data Interchange (EDI)
Artificial Intelligence (AI) 280
Expert Systems
Automated Design Support 282
Computer Aided Design (CAD) • Finite Element Modeling—Computer Testing of Prototypes •
Automated Drafting (and Reducing the Need for It)
Computer Aided Manufacturing (CAM) 284
Indirect CAM • Integrated CAD/CAM • Direct CAM
Flexible Manufacturing Systems (FMS) 286
Advantages of FMS • Limitations of FMS
Contents Xviij
Computer Integrated Manufacturing (CIM) 289
Operations Management in Action: A Breakthrough in Automating the Assembly Line • Integration
Challenges
Trends 292
Summary 293 • Key Terms 294 • Discussion Questions 294 • Internet Exercises 295 •
Bibliography 296
8 DESIGN OF JOBS AND COMPENSATION 298
Intrinsic and Extrinsic Rewards 300
Job Design 301
How Job Design Can Help Add Value for Customers
Multiple Objectives in Job Design 303
The Balancing of Objectives • Specialization
Some Approaches to Job Design 304
Herzberg s Two Factor Theory • Job Characteristics Model • Sociotechnical Systems Theory • Job
Enrichment Opportunities Differ • Application: Job Enrichment at Shenandoah Life Insurance Co.
When Should Machines be Used? 310
Applications and Potential Applications Should Be Reconsidered • Machine Worker Interaction •
Multiple Activity Chart
Motion Economy and Work Efficiency 314
Micromotion Study
Human Factors and Ergonomics 318
Design of Compensation Methods 319
Time Based Pay or Incentive Pay
Some Types of Individual Wage Incentive Plans 319
Piece Rate Plan • Standard Hour Wage Plan • Gain Sharing Plans
Group Incentive Plans 322
Direct Wage Group Incentive Plans • Profit Sharing and Cost Reduction Plans • The Scanlon Plan •
The Lincoln Electric Plan
Summary 324 • Key Terms 324 • Discussion Questions 325 • Problems 325 • Internet Exercises 328 •
Cases 328 • Bibliography 331
MANAGING INPUTS FOR VALUE ADDING OPERATIONS 333
9 PLANNING FOR OPERATIONS AND CAPACITY 334
Business Planning 338
How Capacity Planning Can Help Add Value for Customers
The Production Plan 339
Aggregate Planning: Providing Capacity for the Production Plan 341
The Trial and Error Method • Operations Management in Action: Some Disgruntled Workers Say Bosses
Order Too Much Overtime • Mathematical Analysis or Optimization Methods
Planning Must Focus Beyond Some Minimum Horizon 351
The Master Production Schedule 353
Disaggregating the Production Plan into the MPS
SCviii Contents
Rough Cut Capacity Planning 355
Summary 358 • Key Terms 358 • Demonstration Problems 359 • Discussion Questions 362 •
Problems 363 • Computer Based Problems 367 • Internet Exercises 368 • Bibliography 369
10 MANAGING THE SUPPLY CHAIN AND MATERIALS 370
How Supply Chain Management Adds Value for Customers
Objective of Supply Chain Management (SCM) 374
Challenges and Increased Need for SCM 375
Increased Outsourcing • Lead Time Compression • Globalization • Shortened Product Life Cycles
• Apparent Rationality of Myopia • The Bullwhip Effect
Ways to Improve Supply Chain Performance 378
Faster Order Communication, Transportation, and Restocking • Work with More Frequent, Smaller
Deliveries • Simplify the Products • Purchase Modules or Subsystems Instead of Components •
Operations Management in Action: Bergen Brunswig s Logistics • Postpone Product Configuration •
Reduce the Number of Suppliers for a Particular Item • Develop a Close Relationship with
Supplier Partners • Operations Management in Action: Joy Technologies Supplier Evaluation • Conduct
Collaborative Planning with the Links of the Supply Chain • Minimize the Length of the Chain and
Use Virtual Integration
Managing Internal Material Flow 385
Product Control • Purchasing • Value Analysis • Make or Buy Analysis • Traffic • Receiving •
Materials Handling • Inventory Control • Multiple Period Inventory Systems • Application: Example
of Marginal Analysis to Determine the Amount of Single Period Inventory to Stock • ABC Classification •
Application: Example of ABC Classification • Management of Dependent Demand Inventories
Just in Time Production 399
Summary 400 • Key Terms 401 • Demonstration Problems 401 • Discussion Questions 403 • Problems
403 • Computer Based Problems 407 • Internet Exercises 408 • Bibliography 408
11 MANAGING INDEPENDENT DEMAND INVENTORY 410
How Independent Demand Inventories Can Help Add Value for Customers
Relevant Inventory Costs 412
Inventory Increases Some Costs • Inventory Decreases Some Costs • Managing to Reduce Inventory
Cost
The Basic Economic Order Quantity Model 416
Total Relevant Inventory Cost • Considerations for Applying the EOQ • Application: Example of Order
Quantity Determination
The Traditional Production Lot Size Model 420
Application: Example of Production Lot Size Model • The Importance of Setup Reduction
Determining the Reorder Level 425
Safety Stock 426
Factors Affecting Safety Stock Level • Methods of Determining the Safety Stock Level • Application:
Example of Setting a Reorder Level on the Basis of an Empirical Probability Distribution • Application:
Establishing a Safety Stock Level (Reorder I^evel) with Explicit Stockout Cost
Using Computers to Manage Independent Inventory 435
Summary 437 • Key Terms 439 • Demonstration Problems 439 • Discussion Questions 440 •
Problems 440 • Internet Exercises 444 • Bibliography 444
12 MANAGING DEPENDENT DEMAND ITEMS AND CAPACITY 446
Expanded Information Systems That Include MRP 449
How Managing Dependent Demand Items Can Help Add Value for Customers
Contents XIX
A General Overview of MRP 450
Inputs and Outputs of MRP 453
The Master Production Schedule • Bill of Materials File • Inventor) Status File • Outputs of MRP •
Operations Management in Action: Making Good Management Belter with MRP II at SKF Roller Bearings
Some Conditions for MRP Use to Be Effective 465
Training and Discipline • Realistic Master Production Schedule, MPS • Accurate Data • Adequate
Quality • Actual Lead Times Meet the Schedule
Other Applications of the Requirements Calculation Logic 466
Distribution Requirements Planning (DRP)
Some Adaptations in Using MRP 468
Master Scheduling at a Level below Finished Product • Regenerative MRP or Net Change MRP? •
Scrap Allowances • Safety Stock • Safety Lead Time • Lot Sizing • Application: Using the Part Period
Algorithm
Capacity Requirements Planning 474
Potential Benefits from the Use of MRP 477
Summary 477 • Key Terms 478 • Demonstration Problems 479 • Discussion Questions 482 •
Problems 483 • Computer Based Problems 490 • Internet Exercises 491 • Bibliography 492
PLANNING AND CONTROLLING THE PRODUCTION OF GOODS
AND SERVICES 493
13 SCHEDULING AND CONTROLLING MANUFACTURING 494
How Scheduling and Control Can Help Add Value for Customers
Information System Linkages for Production Planning and Control 497
Scheduling and Controlling Repetitive Manufacturing
Scheduling and Controlling Job Shop or Batch Manufacturing 501
Forward or Backward Scheduling • Production Activity Control • Input/Output Control • Priority
Control • More Global Perspective Recommended • Application: Job Sequencing by Johnson s Rule
Learning Curves: Planning for Improvement over Time 511
Summary 514 • Key Terms 515 • Demonstration Problem 515 • Discussion Questions 516 • Problems
517 • Computer Based Problem 523 • Internet Exercises 524 • Bibliography 524
14 THE JIT ANDTOC PHILOSOPHIES OF IMPROVING OPERATIONS 526
Origins of JIT 529
JIT: A Comprehensive Philosophy • How Just in Time Manufacturing Can Help Add Value for Customers
People Involvement 531
Teamwork • Discipline • Supplier Partnerships
Total Quality Control 533
Quality Is Everybody s Job • The Immediate Customer • Quality at the Source • A Culture, Not a
Program
JIT Flow Provides Advantages 535
Insidious Excessive Queues • Queues Are a Waste That JIT Fights
Elements That Support JIT Flow 535
Limited Variety within a Factory (Focused Factories) • Uniform Production Rate • Pull versus Push
Method of Coordinating Work Centers • The Kanban System • Production and Procurement in
B
pCX Contents
Small Lots • Quick, Inexpensive Setups • Multiskilled Workers and Flexible Facilities • High Quality
Levels • Effective Preventive Maintenance • Continuous Improvement • Operations Management in
Action: Teamwork3 at Team Mobilite • Nonmanufacturing Applications of Just in Time
Theory of Constraints (TOC) 549
Drum, Buffer, Rope (DBR) Scheduling • Buffer Management • The TOC Principles
Summary 557 • Key Terms 557 • Discussion Questions 558 • Problems 558 • Internet Exercises 561 •
Bibliography 561
Supplement E: Total Productive Maintenance 563
Managing Maintenance Activities 564
Operations Management in Action: Disney World Maintenance
Basic Maintenance Decisions 566
Centralized versus Decentralized Maintenance • Contract versus In House Maintenance • Standby
Equipment • Repair versus Replacement • Individual versus Group Replacement • Amount of
Maintenance Capacity • Preventive Maintenance versus Remedial Repair
Evaluation of Preventive Maintenance Policies 567
Application: Analyzing Costs of Maintenance versus Repair
Predictive Maintenance 570
Summary 570 • Key Terms 571 • Discussion Questions 571 • Problem 571 • Computer Based
Problems 572 • Bibliography 572
15 CONSIDERATIONS IN SCHEDULING AND CONTROLLING SERVICES 574
How the Scheduling of Services Can Help Add Value for Customers • The Product, or Service Package
Unique Challenges in Managing the Service Delivery System 582
Customer Involvement • Operations Management in Action: Information Technology Supports Separation of
Operations • Operations Management in Action: Information Technology to the Aid of Health Care • Limited
Ability to Hold Services in Inventory
Strategies for Influencing Demand Patterns 587
Maintenance of a Fixed Schedule • Use of an Appointment System • Delayed Delivery • Providing
Economic Incentives for Off Peak Demand
Strategies for Coping with Nonuniform Demand 588
Staggered Work Shift Schedules • Part Time Staff • Operations Management in Action: How the USPS
Copes with Nonuniform Demand * Operations Management in Action: How a Fast Food Restaurant Copes
with Nonuniform Demand • Let the Customer Select a Level of Service • Auxiliary Capacity or
Subcontractors • Multiskilled Floating Staff • Operations Management in Action: How Harper Grace
Hospitals Cope with Nonuniform Demand • Customer Self Service • A Production Line Equivalent • A
Trade off between Capacity and Service Delays
Waiting Line Analysis 596
The Structure of Queuing Systems • Development of Queues • Mathematical Solutions to Waiting
Problems • Constant Service Time • Application: Analysis of a Single Channel Queue • Truncated
Queues • Application: The Effect of a Truncated Queue
Summary 605 • Key Terms 606 • Demonstration Problem 606 • Discussion Questions 607 • Problems
608 • Internet Exercises 610 • Bibliography 610
Supplement F: Simulation 612
Advantages of Simulation 612
Limitations and Cautions 613
Contents XXlI
Methodology for Simulation 613
Define the Problem • Analyze Costs and Benefits • Abstract the Real System into a Model • Code
the Model • Validate the Model • Plan the Experiment • Conduct the Study and Collect Data •
Analyze Data and Draw Conclusions • Document and Implement the Findings
Monte Carlo Simulation 616
Application: An Example of Monte Carlo Simulation
Applications of Simulation 620
Summary 621 • Key Terms 622 • Discussion Questions 622 • Problems 622 • Bibliography 625
16 SCHEDULING AND CONTROLLING PROJECTS 626
Project Management 628
Project Life Cycle • How Project Management Can Help Add Value for Customers • Organization • The
Role of a Project Manager
Network Based Scheduling Techniques 632
Some Advantages of Network Scheduling
Steps in Using Network Techniques 634
Precedence Relationships 634
Network Conventions
Scheduling 636
Critical Path • Float or Slack • Forward Pass • Backward Pass • Example of Scheduling Calculations
Shifting and Adjusting Resources 642
Time Cost Trade offs (Crashing the Project) • Operations Management in Action: Project Management:
Santa Monica Freeway Reconstruction
PERT: Using Probabilistic Time Estimates 645
Optimistic Time • Pessimistic Time • Most Likely Time • A Caution Regarding Probabilities •
Application: The Use ofAOA Notation and Probability in PERT • Simulation of Project Duration
Monitoring Projects with Network Techniques 650
The Use of Computers in Project Management 650
Summary 654 • Key Terms 656 • Demonstration Problem 656 • Discussion Questions 657 • Problems
658 • Internet Exercises 664 • Bibliography 664
17 STATISTICAL QUALITY CONTROL 666
Planning for Quality 669
How Statistical Quality Control Can Help Add Value for Customers
Uses of Statistics in Quality Control 671
Some Considerations about Controlling Processes 671
Mistake Proofing
Why Use Sampling? 673
Statistical Process Control 673
Chance Causes and Assignable Causes of Variation • Type I and Type II Errors • Attribute Data and
Variable Data • Brief Statistical Background • Control Charts for Variable Data: The X and R Charts
• Application: Establishing Control Limits for X and R • Control Charts for Attribute Data • Application:
Determining Control Limits for the Fraction Defective • Application: A Control Chart for Defects per Unit
Acceptance Sampling 687
Single Sampling • Double Sampling • Sequential Sampling • Selecting a Single Sampling Plan for
Sampling by Attributes • Application: Finding ex and P for a Stated Sampling Plan • Average Outgoing
Quality (AOQ) and Its Limit • Dodge Romig Tables • Military Standard 105D
XXii Contents
Summary 694 • Key Terms 695 • Demonstration Problems 695 • Discussion Questions 697 •
Problems 698 • Computer Based Problems 700 • Internet Exercises 701 • Bibliography 701
THE CONTINUING SAGA OF STAYING COMPETITIVE 703
18 REFINE AND REDESIGN FOR CONTINUOUS IMPROVEMENT 704
How Continuous Improvement Can Help Add Value for Customers
Breakthroughs and Incremental Improvements 707
A General Procedure for Improvement 709
Some Tools and Techniques for Performance Improvement 710
Flow Process Chart • Application: Use of a Flow Process Chart • Checksheets, Histograms, and
Location Plots • Pareto Analysis • Cause and Effect Diagrams • Brainstorming • Scatterplots
Business Process Reengineering 717
Some Competitive Improvements Companies Are Making 720
Strategy • Product Design • Logistic Network • Processes and Equipment • Arrangement and
Layout • Systems, Scheduling, and Control • Employees • Quality • Operations Management in Action:
Operations Improvements at Victory Memorial Hospital
Summary 727 • Key Terms 728 • Discussion Questions 728 • Internet Exercises 729 •
Bibliography 729
APPENDIX I: CUMULATIVE PROBABILITIES OF THE NORMAL DISTRIBUTION 731
APPENDIX II: LEARNING CURVE TABLES 732
APPENDIX III: CUMULATIVE POISSON PROBABILITIES 734
APPENDIX IV: RANDOM DIGITS 739
APPENDIX V: FACTORS FOR CONSTRUCTING CONTROL CHARTS 740
GLOSSARY 741
INDEX 753
|
| any_adam_object | 1 |
| author | Russell, Roberta S. Taylor, Bernard W. |
| author_facet | Russell, Roberta S. Taylor, Bernard W. |
| author_role | aut aut |
| author_sort | Russell, Roberta S. |
| author_variant | r s r rs rsr b w t bw bwt |
| building | Verbundindex |
| bvnumber | BV012678965 |
| 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)41017503 (DE-599)BVBBV012678965 |
| 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 | 3. ed. |
| format | Book |
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| id | DE-604.BV012678965 |
| illustrated | Illustrated |
| indexdate | 2025-02-20T06:37:05Z |
| institution | BVB |
| isbn | 0138499365 0130130923 0130869597 |
| language | English |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-008617422 |
| oclc_num | 41017503 |
| open_access_boolean | |
| owner | DE-945 DE-703 DE-862 DE-BY-FWS |
| owner_facet | DE-945 DE-703 DE-862 DE-BY-FWS |
| physical | XXIV, 868, 11 S. Ill., graph. Darst. CD-ROM (12 cm) |
| publishDate | 2000 |
| publishDateSearch | 2000 |
| publishDateSort | 2000 |
| publisher | Prentice-Hall |
| record_format | marc |
| spellingShingle | Russell, Roberta S. Taylor, Bernard W. Operations management multimedia version Administração da produção larpcal Administração da qualidade larpcal Productiesystemen gtt Tomada de decisão (administração executiva) (ferramentas) larpcal Production management Quality control Produktion (DE-588)4047347-8 gnd Management (DE-588)4037278-9 gnd Operations Management (DE-588)4549167-7 gnd |
| subject_GND | (DE-588)4047347-8 (DE-588)4037278-9 (DE-588)4549167-7 |
| title | Operations management multimedia version |
| title_auth | Operations management multimedia version |
| title_exact_search | Operations management multimedia version |
| title_full | Operations management multimedia version Roberta S. Russell ; Bernard W. Taylor |
| title_fullStr | Operations management multimedia version Roberta S. Russell ; Bernard W. Taylor |
| title_full_unstemmed | Operations management multimedia version Roberta S. Russell ; Bernard W. Taylor |
| title_short | Operations management |
| title_sort | operations management multimedia version |
| title_sub | multimedia version |
| topic | Administração da produção larpcal Administração da qualidade larpcal Productiesystemen gtt Tomada de decisão (administração executiva) (ferramentas) larpcal Production management Quality control Produktion (DE-588)4047347-8 gnd Management (DE-588)4037278-9 gnd Operations Management (DE-588)4549167-7 gnd |
| topic_facet | Administração da produção Administração da qualidade Productiesystemen Tomada de decisão (administração executiva) (ferramentas) Production management Quality control Produktion Management Operations Management |
| url | http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=008617422&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
| work_keys_str_mv | AT russellrobertas operationsmanagementmultimediaversion AT taylorbernardw operationsmanagementmultimediaversion |
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2350 QP 500 R966(3) |
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| Copy 1 | nicht ausleihbar Available Place a Hold |