Operations management: an integrated approach
Gespeichert in:
| 1. Verfasser: | |
|---|---|
| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
Hoboken, NJ
Wiley
2007
|
| Ausgabe: | 3. ed. |
| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | Literaturangaben |
| Beschreibung: | XXIV, 671 S. Ill., graph. Darst. |
| ISBN: | 9780471794486 0471794481 |
Internformat
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| 100 | 1 | |a Reid, Robert D. |e Verfasser |4 aut | |
| 245 | 1 | 0 | |a Operations management |b an integrated approach |c R. Dan Reid ; Nada R. Sanders |
| 250 | |a 3. ed. | ||
| 264 | 1 | |a Hoboken, NJ |b Wiley |c 2007 | |
| 300 | |a XXIV, 671 S. |b Ill., graph. Darst. | ||
| 336 | |b txt |2 rdacontent | ||
| 337 | |b n |2 rdamedia | ||
| 338 | |b nc |2 rdacarrier | ||
| 500 | |a Literaturangaben | ||
| 650 | 7 | |a Operations research |2 gtt | |
| 650 | 4 | |a Production - Contrôle - Manuels d'enseignement supérieur | |
| 650 | 4 | |a Production - Gestion - Manuels d'enseignement supérieur | |
| 650 | 4 | |a Production - Planification - Manuels d'enseignement supérieur | |
| 650 | 4 | |a Production management | |
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| 655 | 7 | |0 (DE-588)4123623-3 |a Lehrbuch |2 gnd-content | |
| 689 | 0 | 0 | |a Operations Management |0 (DE-588)4549167-7 |D s |
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| 700 | 1 | |a Sanders, Nada R. |e Sonstige |4 oth | |
| 856 | 4 | 2 | |m HBZ Datenaustausch |q application/pdf |u http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=016227854&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |3 Inhaltsverzeichnis |
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Datensatz im Suchindex
| _version_ | 1804137244908322816 |
|---|---|
| adam_text | What is Operations Management? 2
Links to Practice: The E tailers 4
Differences between Manufacturing
and Service Organizations 5
Links to Practice: U.S. Postal Service 6
Operations Management Decisions
Links to Practice: Texas Instruments Incorporated 9
Plan of This Book 10
Historical Development 11
WhyOM? 11
Historical Milestones 11
The Industrial Revolution 12
Scientific Management 13
The Human Relations Movement 14
Management Science 14
The Computer Age 15
Just in Time 15
Total Quality Management 15
Business Process Reengineering 16
Flexibility 16
Time Based Competition 16
Supply Chain Management 16
Global Marketplace 17
Environmental Issues 17
Electronic Commerce 17
Outsourcing and Flattening of the World 18
Today s OM Environment 18
Operations Management in Practice 19
WITHIN OM: HOW IT ALL FITS TOGETHER 20
OM ACROSS THE ORGANIZATION 20
SUPPLY CHAIN LINK 22
Chapter Highlights 22
Key Terms 23
Discussion Questions 23
CASE: HIGHTONE ELECTRONICS, INC. 23
CASE: CREATURE CARE ANIMAL CLINIC (A) 24
INTERACTIVE CASE: VIRTUAL COMPANY 25
ON LINE RESOURCES 25
Selected Bibliography 25
The Role of Operations Strategy 29
The Importance of Operations Strategy 29
Developing a Business Strategy 30
Mission 30
Environmental Scanning 31
Core Competencies 33
Putting It Together 34
Links to Practice: Dell Computer Corporation 34
Developing an Operations Strategy 35
Competitive Priorities 35
Links to Practice: Southwest Airlines Company 36
Links to Practice: FedEx Corporation 38
The Need for Trade Offs 38
Order Winners and Qualifiers 39
Translating Competitive Priorities into
Production Requirements 40
Strategic Role of Technology 41
Types of Technology 41
Technology as a Tool for Competitive
Advantage 42
Productivity 42
Measuring Productivity 42
Interpreting Productivity Measures 44
Productivity and Competitiveness 45
Productivity and the Service Sector 46
OPERATIONS STRATEGY WITHIN 0M: HOW IT ALL
FITS TOGETHER 46
OPERATIONS STRATEGY ACROSS THE ORGANIZATION 47
SUPPLY CHAIN LINK 47
Chapter Highlights/Key Terms/Formula Review 48
Solved Problems 48
Discussion Questions 49
XXII • CONTENTS
Problems 50
CASE: PRIME BANK OF MASSACHUSETTS 50
CASE: BOSEMAN OIL AND PETROLEUM (BOP) 51
INTERACTIVE CASE: VIRTUAL COMPANY 51
ON LINE RESOURCES 52
Selected Bibliography 52
Product Design 55
Design of Services Versus Goods 55
The Product Design Process 56
Idea Development 56
Links to Practice: IBM Corporation 57
Product Screening 58
Preliminary Design and Testing 60
Final Design 60
Factors Impacting Product Design 61
Design for Manufacture 61
Product Life Cycle 62
Concurrent Engineering 63
Remanufacturing 64
Process Selection 64
Types of Processes 64
Designing Processes 68
Process Performance Metrics 70
Linking Product Design and Process Selection 73
Product Design Decisions 74
Links to Practice: The Babcock
Wilcox Company 74
Competitive Priorities 75
Facility Layout 75
Product and Service Strategy 77
Degree of Vertical Integration 77
Technology Decisions 78
Information Technology 78
Links to Practice: Using GPS Technology
in Product Advertising 79
Automation 79
Links to Practice: Performing
Robotic Surgery 81
e Manufacturing 82
Designing Services 83
How Are Services Different from
Manufacturing? 83
How Are Services Classified? 84
The Service Package 85
Differing Service Designs 86
PRODUCT DESIGN AND PROCESS SELECTION WITHIN OM:
HOW IT ALL FITS TOGETHER 87
PRODUCT DESIGN AND PROCESS SELECTION ACROSS
THE ORGANIZATION 88
THE SUPPLY CHAIN LINK 89
Chapter Highlights 89
Key Terms/Formula Review/Solved Problems 90
Discussion Questions/Problems 92
CASE: BIDDY S BAKERY (BB) 94
CASE: CREATURE CARE ANIMAL CLINIC (B) 95
INTERACTIVE CASE: VIRTUAL COMPANY 95
ON LINE RESOURCES 96
Selected Bibliography 96
What Is a Supply Chain? 98
Components of a Supply Chain 100
External Suppliers 101
Internal Functions 101
External Distributors 102
The Bullwhip Effect 102
Causes of the Bullwhip Effect 103
Counteracting the Bullwhip Effect 104
Issues Affecting Supply Chain Management 104
E Commerce 104
Information Technology 104
Business to Business (B2B) E Commerce 104
The Evolution of B2B Commerce 105
The Benefits of B2B E Commerce 105
Business to Consumer (B2C) E Commerce 106
Consumer Expectations and Competition
Resulting from e Commerce 106
Links to Practice: Lands End, Inc. 107
Globalization 108
Government Regulation and E Commerce 109
The Environmental Implications
of E Commerce 109
Geographically Dispersed Members 110
Forecasting Accuracy 110
Exchange Rates 110
Infrastructure Issues 110
Product Proliferation 111
Sour cing Issues 112
Insourcing versus Outsourcing Decisions 113
The Role of Purchasing 113
Ethics in Supply Management 114
Developing Supplier Relationships 115
How Many Suppliers? 116
Developing Partnerships 117
Links to Practice: The Timken Company 117
Critical Factors in Successful Partnering 118
Links to Practice: Sweetheart Cup Company/
Georgia Pacific Corporation 118
Benefits of Partnering 120
Supply Chain Distribution 120
The Role of Warehouses 120
Links to Practice: Fingerhut Direct Marketing,
Inc. 121
Crossdocking 122
Links to Practice: FedEx Freight 122
Radio Frequency Identification (RFID) 123
Third Party Service Providers 123
Integrated Supply Chain Management 124
Supply Chain Performance Measurement 125
Trends in Supply Chain Management 125
SUPPLY CHAIN MANAGEMENT WITH 0M: HOW IT ALL
FITS TOGETHER 127
SCM ACROSS THE ORGANIZATION 127
THE SUPPLY CHAIN LINK 128
Chapter Highlights 128
Key Terms/Formula Review/Solved Problems 129
Discussion Questions 130
Problems 131
CASE: ELECTRONIC POCKET CALENDARS SUPPLY CHAIN
MANAGEMENT GAME 132
CASE: SUPPLY CHAIN MANAGEMENT AT DURHAM
INTERNATIONAL MANUFACTURING COMPANY
(DIMCO) 134
INTERACTIVE CASE: VIRTUAL COMPANY 134
ON LINE RESOURCES 135
Selected Bibliography 135
Defining Quality 138
Differences between Manufacturing
and Service Organizations 139
Links to Practice: General Electric
Company/Motorola, Inc. 140
Cost of Quality 140
The Evolution of Total Quality Management
(TQM) 142
Quality Gurus 142
CONTENTS • XXIII
The Philosophy of TQM 147
Customer Focus 147
Continuous Improvement 147
Employee Empowerment 149
Links to Practice: The Walt Disney Company 150
Use of Quality Tools 150
Links to Practice: The Kroger Company/
Meijer Stores Limited Partnership 153
Product Design 153
Process Management 158
Managing Supplier Quality 158
Quality Awards and Standards 159
The Malcolm Baldrige National Quality Award
(MBNQA) 159
The Deming Prize 160
ISO 9000 Standards 160
ISO 14000 Standards 161
Why TQM Efforts Fail 162
TOTAL QUALITY MANAGEMENT (TQM) WITHIN 0M:
HOW IT ALL FITS TOGETHER 162
TOTAL QUALITY MANAGEMENT (TQM) ACROSS THE
ORGANIZATION 163
THE SUPPLY CHAIN LINK 164
Chapter Highlights 164
Key Terms/Formula Review 165
Solved Problems 165
Discussion Questions 166
Problems 166
CASE: GOLD COAST ADVERTISING (GCA) 167
CASE: DELTA PLASTICS INC. (A) 167
INTERACTIVE CASE: VIRTUAL COMPANY 169
ON LINE RESOURCES 169
Selected Bibliography 170
What Is Statistical Quality Control? 172
Links to Practice: Intel Corporation 173
Sources of Variation: Common
and Assignable Causes 174
Descriptive Statistics 174
The Mean 174
The Range and Standard Deviation 175
Distribution of Data 175
Statistical Process Control Methods 175
Developing Control Charts 176
Types of Control Charts 177
XXIV • CONTENTS
Control Charts for Variables 178
Mean (x Bar) Charts 178
Range (R) Charts 182
Using Mean and Range Charts Together 183
Control Charts for Attributes 184
P Charts 185
C Charts 188
Process Capability 190
Measuring Process Capability 190
Six Sigma Quality 195
Links to Practice: Motorola, Inc. 196
Acceptance Sampling 196
Sampling Plans 197
Operating Characteristic (OC) Curves 198
Developing OC Curves 199
Average Outgoing Quality 201
Implications for Managers 203
How Much and How Often to Inspect 203
Where to Inspect 203
Which Tools to Use 204
Statistical Quality Control in Services 204
Links to Practice: The Ritz Carlton Hotel Company,
L.LC./Nordstrom, Inc. 205
Links to Practice: Marriott International, Inc. 205
STATISTICAL QUALITY CONTROL (SQC) WITHIN OM:
HOW IT ALL FITS TOGETHER 206
STATISTICAL QUALITY CONTROL (SQC) ACROSS
THE ORGANIZATION 206
THE SUPPLY CHAIN LINK 207
Chapter Highlights 207
Key Terms 208
Formula Review 208
Solved Problems 209
Discussion Questions/Problems 213
CASE: SCHARADIN HOTELS 216
CASE: DELTA PLASTICS, INC. (B) 217
INTERACTIVE CASE: VIRTUAL COMPANY 217
ON LINE RESOURCES 218
Selected Bibliography 218
The Philosophy of JIT 221
Eliminate Waste 222
A Broad View of Operations 222
Simplicity 222
Continuous Improvement 223
Visibility 223
Flexibility 223
Elements of JIT 224
Just in time Manufacturing 224
Total Quality Management (TQM) 226
Respect for People 226
Links to Practice: Saturn Corporation 227
Just in time Manufacturing 227
The Pull System 227
Kanban Production 228
Variations of Kanban Production 231
Small Lot Sizes and Quick Setups 231
Uniform Plant Loading 232
Flexible Resources 233
Facility Layout 234
Links to Practice: Ryder Integrated Logistics 234
Total Quality Management 235
Product versus Process 236
Quality at the Source 236
Preventive Maintenance 237
Work Environment 237
Respect for People 238
The Role of Production Employees 238
Lifetime Employment 239
The Role of Management 240
Supplier Relationships 241
Benefits of JIT 242
Links to Practice: Alcoa, Inc. 242
Implementing JIT 243
JIT in Services 244
Improved Quality 244
Uniform Facility Loading 244
Use of Multifunction Workers 245
Reductions in Cycle Time 245
Minimizing Setup Times and Parallel
Processing 245
Workplace Organization 245
JIT AND LEAN SYSTEMS WITHIN OM: HOW FT ALL
FITS TOGETHER 245
JIT AND LEAN SYSTEMS ACROSS
THE ORGANIZATION 245
THE SUPPLY CHAIN LINK 246
Chapter Highlights/Key Terms/Formula Review/
Solved Problems 247
Discussion Questions/Problems 248
CASE: KATZ CARPETING 249
CASE: DIXON AUDIO SYSTEMS 250
INTERACTIVE CASE: VIRTUAL COMPANY 250
ON LINE RESOURCES 251
Selected Bibliography 251
Principles of Forecasting 253
Steps in the Forecasting Process 254
Links to Practice: Intel Corporation 255
Types of Forecasting Methods 255
Links to Practice: Improving Sales Forecasting 256
Qualitative Methods 256
Quantitative Methods 258
Time Series Models 260
Forecasting Level or Horizontal Pattern 261
Forecasting Trend 269
Forecasting Seasonality 272
Links to Practice: The Ski Industry Forecast 275
Causal Models 275
Linear Regression 275
Correlation Coefficient 278
Multiple Regression 279
Measuring Forecast Accuracy 279
Forecast Accuracy Measures 279
Tracking Signal 281
Selecting the Right Forecasting Model 282
Forecasting Software 283
Spreadsheets 283
Statistical Packages 283
Specialty Forecasting Packages 284
Guidelines for Selecting Forecasting
Software 284
Focus Forecasting 285
Combining Forecasts 285
Links to Practice: Combining Methods in Weather
Forecasting 286
Collaborative Planning, Forecasting, and
Replenishment (CPFR) 286
FORECASTING WITHIN 0M: HOW IT ALL FITS
TOGETHER 287
FORECASTING ACROSS THE ORGANIZATION 287
THE SUPPLY CHAIN LINK 288
Chapter Highlights 288
Key Terms/Formula Review 289
Solved Problems 290
Discussion Questions/Problems 294
CASE: BRAM WEAR 298
CASE: THE EMERGENCY ROOM (ER)
AT NORTHWEST GENERAL (A) 299
INTERACTIVE CASE: VIRTUAL COMPANY 300
ON LINE RESOURCES 300
Selected Bibliography 301
CONTENTS • XXV
Capacity Planning 304
Why Is Capacity Planning Important? 304
Links to Practice: Capacity Planning
intheER 304
Measuring Capacity 305
Capacity Considerations 307
Links to Practice: Focus in the Retail
Industry 310
Making Capacity Planning Decisions 310
Identify Capacity Requirements 311
Develop Capacity Alternatives 312
Evaluate Capacity Alternatives 312
Decision Trees 312
Location Analysis 315
What Is Facility Location? 316
Factors Affecting Location Decisions 316
Links to Practice: Locating in Silicon Valley 317
Globalization 318
Making Location Decisions 320
Procedure for Making Location
Decisions 320
Procedures for Evaluating Location
Alternatives 320
CAPACITY PLANNING AND FACILITY LOCATION
WITHIN 0M 331
CAPACITY PLANNING AND FACILITY LOCATION ACROSS
THE ORGANIZATION 331
THE SUPPLY CHAIN LINK 332
Chapter Highlights/Key Terms 332
Formula Review/Solved Problems 333
Discussion Questions/Problems 336
CASE: DATA TECH, INC. 339
CASE: THE EMERGENCY ROOM (ER) AT NORTHWEST
GENERAL (B) 340
INTERACTIVE CASE: VIRTUAL COMPANY 340
ON LINE RESOURCES 341
Selected Bibliography 341
What Is Layout Planning? 343
Types of Layouts 344
Process Layouts 344
Links to Practice: Wal Mart Stores, Inc. 346
XXVI • CONTENTS
Product Layouts 346
Links to Practice: Toyota Motor Corporation 348
Hybrid Layouts 348
Fixed Position Layouts 349
Designing Process Layouts 349
Step 1: Gather Information 349
Step 2: Develop a Block Plan 352
Step 3: Develop a Detailed Layout 355
Special Cases of Process Layout 355
Warehouse Layouts 355
Office Layouts 358
Designing Product Layouts 359
Step 1: Identify Tasks and Their Immediate
Predecessors 359
Step 2: Determine Output Rate 361
Step 3: Determine Cycle Time 361
Step 4: Compute the Theoretical Minimum
Number of Stations 363
Step 5: Assign Tasks to Workstations
(Balance the Line) 363
Step 6: Compute Efficiency, Idle Time,
and Balance Delay 364
Other Considerations 365
Group Technology (Cell) Layouts 366
FACILITY LAYOUT WITHIN OM: HOW IT ALL
FITS TOGETHER 367
FACILITY LAYOUT ACROSS THE ORGANIZATION 367
THE SUPPLY CHAIN LINK 368
Chapter Highlights 368
Key Terms/Formula Review/Solved Problems 369
Discussion Questions/Problems 372
CASE: SAWHILL ATHLETIC CLUB (A) 376
CASE: SAWHILL ATHLETIC CLUB (B) 377
INTERACTIVE CASE: VIRTUAL COMPANY 377
ON LINE RESOURCES 377
Selected Bibliography 378
Designing a Work System 380
Job Design 381
Designing a Job 381
Links to Practice: SAS Institute Inc. 382
Machines or People? 382
Level of Labor Specialization 382
Eliminating Employee Boredom 383
Team Approaches to Job Design 384
Links to Practice: The Santa Cruz
Operation, Inc. 385
The Alternative Workplace 385
Links to Practice: AT T 386
Method Analysis 386
The Work Environment 388
Work Measurement 389
Costing 389
Performance 390
Planning 390
Setting Standard Times 390
How to Do a Time Study 390
Elemental Time Data 396
Predetermined Time Data 397
Work Sampling 398
Links to Practice: Pace Productivity 400
Compensation 400
Time Based Systems 400
Output Based Systems 400
Group Incentive Plans 401
Incentive Plan Trends 401
Learning Curves 402
WORK SYSTEM DESIGN WITHIN 0M: HOW IT ALL
FITS TOGETHER 404
WORK SYSTEM DESIGN ACROSS THE ORGANIZATION 405
THE SUPPLY CHAIN LINK 406
Chapter Highlights/Key Terms 406
Formula Review/Solved Problems 407
Discussion Questions/Problems 410
CASE: THE NAVIGATOR III 413
CASE: NORTHEAST STATE UNIVERSITY 413
INTERACTIVE CASE: VIRTUAL COMPANY 414
ON LINE RESOURCES 415
Selected Bibliography 415
Types of Inventory 417
How Companies Use Their Inventory 418
Objectives of Inventory Management 420
Customer Service 420
Cost Efficient Operations 421
Minimum Inventory Investment 422
Relevant Inventory Costs 424
Item Costs 424
Holding Costs 424
Ordering Costs 426
Shortage Costs 426
Determining Order Quantities 427
Mathematical Models for Determining
Order Quantity 428
Economic Order Quantity (EOQ) 428
Calculating the EOQ 432
Economic Production Quantity (EPQ) 433
Quantity Discount Model 437
Why Companies Don t Always Use
the Optimal Order Quantity 441
Determining Safety Stock Levels 441
How Much Safety Stock? 442
Periodic Review System 444
Comparison of Continuous Review Systems
and Periodic Review Systems 445
The Single Period Inventory Model 446
ABC Inventory Classification 448
Procedure for an ABC Inventory Analysis 448
Inventory Control Using ABC Classification 451
Justifying Smaller Order Quantities 451
Links to Practice: Kenworth Trucks 451
Understanding the EPQ Factors 451
Inventory Record Accuracy 452
Links to Practice: Cisco Systems, Inc. 453
INVENTORY MANAGEMENT WITHIN OM: HOW IT ALL
FITS TOGETHER 454
INVENTORY MANAGEMENT ACROSS THE ORGANIZATION 455
THE SUPPLY CHAIN LINK 455
Chapter Highlights/Key Terms 456
Formula Review/Solved Problems 457
Discussion Questions 460
Problems 461
CASE: FABQUAL LTD. 464
CASE: KAYAKS1INCORPORATED 464
INTERACTIVE CASE: VIRTUAL COMPANY 465
ON LINE RESOURCES 465
Selected Bibliography 467
The Role of Aggregate Planning 470
Marketing Plan 470
Aggregate or Production Plan 470
Financial and Engineering Plans 471
Master Production Schedule 471
Links to Practice: Apple Computer, Inc. 472
CONTENTS • XXVII
Types of Aggregate Plans 472
Level Aggregate Plan 472
Chase Aggregate Plan 473
Hybrid Aggregate Plan 474
Aggregate Planning Options 474
Demand Based Options 474
Capacity Based Options 475
Evaluating the Current Situation 477
Links to Practice: UPS Hires Seasonal
Workers 478
Developing the Aggregate Plan 478
Aggregate Plans for Companies
with Tangible Products 480
Aggregate Plans for Service Companies
with Nontangible Products 483
Master Production Scheduling 487
MPS as a Basis of Communication 488
Objectives of Master Scheduling 489
Developing an MPS 489
Rough Cut Capacity Planning 490
Evaluating and Accepting the MPS 494
Using the MPS 494
Using the ATP Records 496
Stabilizing the MPS 498
AGGREGATE PLANNING WITHIN 0M: HOW IT ALL
FITS TOGETHER 500
AGGREGATE PLANNING ACROSS THE ORGANIZATION 500
THE SUPPLY CHAIN LINK 501
Chapter Highlights/Key Terms 502
Formula Review/Solved Problems 503
Discussion Questions 513
Problems 514
CASE: NEWMARKET INTERNATIONAL MANUFACTURING
COMPANY (A) 517
CASE: NEWMARKET INTERNATIONAL MANUFACTURING
COMPANY (B) 518
INTERACTIVE CASE: VIRTUAL COMPANY 519
ON LINE RESOURCES 519
Selected Bibliography 520
Enterprise Resource Planning 523
ERP Modules 524
The Evolution of ERP 524
First Generation ERP 524
Second Generation ERP 525
XXVIII • CONTENTS
Links to Practice: Cybex International, Inc. 526
The Benefits of ERP 526
Links to Practice: i2 Technologies 527
Links to Practice: SAP AG 528
The Cost of ERP Systems 528
Links to Practice: Hershey Foods
Corporation 528
Material Planning Systems 529
An Overview of MRP 529
Types of Demand 530
Objectives of MRP 532
MRP Inputs 532
Authorized MPS 532
Inventory Records 533
Bills of Material 534
The MRP Explosion Process 537
Action Notices 541
Comparison of Lot Size Rules 541
The Role of Capacity Requirements Planning
(CRP) 542
RESOURCE PLANNING WITHIN 0M: HOW IT ALL
FITS TOGETHER 544
RESOURCE PLANNING ACROSS THE ORGANIZATION 545
THE SUPPLY CHAIN LINK 546
Chapter Highlights 546
Key Terms/Formula Review/Solved Problems 547
Discussion Questions 550
Problems 551
CASE: NEWMARKET INTERNATIONAL MANUFACTURING
COMPANY (C) 553
CASE: DESSERTS BY J.B. 554
INTERACTIVE CASE: VIRTUAL COMPANY 555
ON LINE RESOURCES 555
Selected Bibliography 556
Scheduling Operations 559
High Volume Operations 559
Characteristics of Flow Operations 559
Low Volume Operations 560
Gantt Chart 560
Scheduling Work 561
Infinite Loading 561
Finite Loading 562
Forward Scheduling 562
Backward Scheduling 563
Monitoring Workflow 563
How to Sequence Jobs 565
Priority Rules 565
How to Use Priority Rules 566
Measuring Performance 567
Links to Practice: Airline Scheduling 567
Job Flow Time 567
Average Number of Jobs in the System 568
Makespan 568
Job Lateness and Tardiness 568
Comparing Priority Rules 569
Comparing SPT and S/RO 572
Sequencing Jobs through Two Work Centers 572
Scheduling Bottlenecks 574
Links to Practice: 1 800 Flowers.com 576
Theory of Constraints 577
Scheduling for Service Organizations 577
Scheduling Services Demanded 578
Scheduling Employees 579
Developing a Workforce Schedule 580
SCHEDULING WITHIN 0M: PUTTING IT ALL TOGETHER 581
SCHEDULING ACROSS THE ORGANIZATION 582
THE SUPPLY CHAIN LINK 583
Chapter Highlights/Key Terms 583
Formula Review/Solved Problems 584
Discussion Questions 587
Problems 588
CASE: AIR TRAFFIC CONTROLLER SCHOOL (ATCS) 590
CASE: SCHEDULING AT RED, WHITE AND BLUE FIREWORKS
COMPANY 591
INTERACTIVE CASE: VIRTUAL COMPANY 591
ON LINE RESOURCES 592
Selected Bibliography 592
Project Life Cycle 595
Conception 595
Feasibility Analysis or Study 595
Planning 596
Execution 596
Termination 596
Network Planning Techniques 596
Links to Practice: PERT and the Polaris Missile 596
Step 1: Describe the Project 597
Step 2: Diagram the Network 598
Step 3: Estimate the Project s Completion Time 599
Step 3 (a): Deterministic Time Estimates 600
Step 3 (b): Probabilistic Time Estimates 602
Step 4: Monitor the Project s Progression 608
Links to Practice: Managing the Olympic Games 608
Estimating the Probability of Completion Dates 609
Reducing Project Completion Time 611
Crashing Projects 611
The Critical Chain Approach 614
Adding Safety Time 614
Wasting Safety Time 614
PROJECT MANAGEMENT WITHIN 0M: HOW IT ALL
FITS TOGETHER 616
PROJECT MANAGEMENT 0M ACROSS THE ORGANIZATION 616
THE SUPPLY CHAIN LINK 617
Chapter Highlights/Key Terms 617
Formula Review/Solved Problems 618
Discussion Questions 621
Problems 622
CASE: THE RESEARCH OFFICE MOVES 624
CASE: WRITING A TEXTBOOK 625
INTERACTIVE CASE: VIRTUAL COMPANY 626
ON LINE RESOURCES 626
Selected Bibliography 627
APPENDIX A: SOLUTIONS TO ODD
NUMBERED PROBLEMS 629
APPENDIX B: STANDARD NORMAL
DISTRIBUTION 652
APPENDIX C: P CHART 653
COMPANY INDEX 657
SUBJECT INDEX 659
Available on line only, at
www.wiley.com/college/reid:
What Are Models? A2
The Spreadsheet Modeling Process A4
Evaluating Spreadsheet Models A5
Planning the Model A7
Implementing the Model in Excel A8
Assessing the Model A9
Using the Model for Analysis Al 1
Adding Data Tables A14
CONTENTS • XXIX
Graphing the Model Results A17
Planning the Model A18
Constructing the Model in Excel A19
Reviewing Relative and Absolute Cell
Referencing A20
Entering Formulas in the Model A21
Useful Spreadsheet Tips A26
Important Excel Formulas A27
INSIDE OM A28
Supplement Highlights/Key Terms/
Discussion Questions A29
Problems A30
CASE: DIET PLANNING A31
INTERACTIVE LEARNING A32
Selected Bibliography A32
Introduction B2
Algebraic Formulation B4
Examining the Formulation B6
Spreadsheet Model Development B7
Testing the Model B8
Solver Basics B9
Setting Up and Running Solver B9
Solving the Problem B12
Interpreting the Solution B13
Solver Solution Reports B14
Recap B16
Outcomes of Linear Programming Problems B16
INSIDE OM B18
Supplement Highlights B18
Key Terms/Solved Problems B19
Discussion Questions B23
Problems B24
CASE: EXETER ENTERPRISES B25
INTERACTIVE LEARNING B26
Selected Bibliography B26
Uncertainty and Risk in Decision Making C2
Simulation Overview and Software C2
Simulation Modeling Process C3
XXX • CONTENTS
Random Number Generation in Excel C4
Bernoulli Distribution: Simulating the Flip
of a Coin C6
Discrete Uniform Distribution: Simulating
the Roll of a Die C7
General Discrete Distribution C8
Continuous Probability Distributions C8
Simulating Continuous Probability
Distributions C9
Application of Simulation to Decision Making C12
Deterministic Model C14
Simulation Model C15
Replicating the Model C15
Analyzing the Results C17
Using a Data Table to Run a Simulation C19
Recap C20
Other Applications of Simulation C21
INSIDE OM C21
Supplement Highlights C21
Key Terms/Solved Problems C22
Discussion Questions/Problems C29
CASE: CAR REPLACEMENT DECISION C30
INTERACTIVE LEARNING C30
Selected Bibliography C30
Elements of Waiting Lines D2
Links to Practice: Waiting for Fast Food D3
The Customer Population D3
The Service System D4
Arrival and Service Patterns D6
Waiting Line Priority Rules D6
Waiting Line Performance Measures D7
Single Server Waiting Line Model D7
MultiServer Waiting Line Model D10
Changing Operational Characteristics D13
Larger Scale Waiting Line Systems D14
INSIDE OM D15
Supplement Highlights D15
Key Terms/Formula Review/Solved Problems D16
Discussion Questions D18
Problems D19
CASE: THE COPY CENTER HOLDUP D19
INTERACTIVE LEARNING D20
Selected Bibliography D21
|
| adam_txt |
What is Operations Management? 2
Links to Practice: The E tailers 4
Differences between Manufacturing
and Service Organizations 5
Links to Practice: U.S. Postal Service 6
Operations Management Decisions
Links to Practice: Texas Instruments Incorporated 9
Plan of This Book 10
Historical Development 11
WhyOM? 11
Historical Milestones 11
The Industrial Revolution 12
Scientific Management 13
The Human Relations Movement 14
Management Science 14
The Computer Age 15
Just in Time 15
Total Quality Management 15
Business Process Reengineering 16
Flexibility 16
Time Based Competition 16
Supply Chain Management 16
Global Marketplace 17
Environmental Issues 17
Electronic Commerce 17
Outsourcing and Flattening of the World 18
Today's OM Environment 18
Operations Management in Practice 19
WITHIN OM: HOW IT ALL FITS TOGETHER 20
OM ACROSS THE ORGANIZATION 20
SUPPLY CHAIN LINK 22
Chapter Highlights 22
Key Terms 23
Discussion Questions 23
CASE: HIGHTONE ELECTRONICS, INC. 23
CASE: CREATURE CARE ANIMAL CLINIC (A) 24
INTERACTIVE CASE: VIRTUAL COMPANY 25
ON LINE RESOURCES 25
Selected Bibliography 25
The Role of Operations Strategy 29
The Importance of Operations Strategy 29
Developing a Business Strategy 30
Mission 30
Environmental Scanning 31
Core Competencies 33
Putting It Together 34
Links to Practice: Dell Computer Corporation 34
Developing an Operations Strategy 35
Competitive Priorities 35
Links to Practice: Southwest Airlines Company 36
Links to Practice: FedEx Corporation 38
The Need for Trade Offs 38
Order Winners and Qualifiers 39
Translating Competitive Priorities into
Production Requirements 40
Strategic Role of Technology 41
Types of Technology 41
Technology as a Tool for Competitive
Advantage 42
Productivity 42
Measuring Productivity 42
Interpreting Productivity Measures 44
Productivity and Competitiveness 45
Productivity and the Service Sector 46
OPERATIONS STRATEGY WITHIN 0M: HOW IT ALL
FITS TOGETHER 46
OPERATIONS STRATEGY ACROSS THE ORGANIZATION 47
SUPPLY CHAIN LINK 47
Chapter Highlights/Key Terms/Formula Review 48
Solved Problems 48
Discussion Questions 49
XXII • CONTENTS
Problems 50
CASE: PRIME BANK OF MASSACHUSETTS 50
CASE: BOSEMAN OIL AND PETROLEUM (BOP) 51
INTERACTIVE CASE: VIRTUAL COMPANY 51
ON LINE RESOURCES 52
Selected Bibliography 52
Product Design 55
Design of Services Versus Goods 55
The Product Design Process 56
Idea Development 56
Links to Practice: IBM Corporation 57
Product Screening 58
Preliminary Design and Testing 60
Final Design 60
Factors Impacting Product Design 61
Design for Manufacture 61
Product Life Cycle 62
Concurrent Engineering 63
Remanufacturing 64
Process Selection 64
Types of Processes 64
Designing Processes 68
Process Performance Metrics 70
Linking Product Design and Process Selection 73
Product Design Decisions 74
Links to Practice: The Babcock
Wilcox Company 74
Competitive Priorities 75
Facility Layout 75
Product and Service Strategy 77
Degree of Vertical Integration 77
Technology Decisions 78
Information Technology 78
Links to Practice: Using GPS Technology
in Product Advertising 79
Automation 79
Links to Practice: Performing
Robotic Surgery 81
e Manufacturing 82
Designing Services 83
How Are Services Different from
Manufacturing? 83
How Are Services Classified? 84
The Service Package 85
Differing Service Designs 86
PRODUCT DESIGN AND PROCESS SELECTION WITHIN OM:
HOW IT ALL FITS TOGETHER 87
PRODUCT DESIGN AND PROCESS SELECTION ACROSS
THE ORGANIZATION 88
THE SUPPLY CHAIN LINK 89
Chapter Highlights 89
Key Terms/Formula Review/Solved Problems 90
Discussion Questions/Problems 92
CASE: BIDDY'S BAKERY (BB) 94
CASE: CREATURE CARE ANIMAL CLINIC (B) 95
INTERACTIVE CASE: VIRTUAL COMPANY 95
ON LINE RESOURCES 96
Selected Bibliography 96
What Is a Supply Chain? 98
Components of a Supply Chain 100
External Suppliers 101
Internal Functions 101
External Distributors 102
The Bullwhip Effect 102
Causes of the Bullwhip Effect 103
Counteracting the Bullwhip Effect 104
Issues Affecting Supply Chain Management 104
E Commerce 104
Information Technology 104
Business to Business (B2B) E Commerce 104
The Evolution of B2B Commerce 105
The Benefits of B2B E Commerce 105
Business to Consumer (B2C) E Commerce 106
Consumer Expectations and Competition
Resulting from e Commerce 106
Links to Practice: Lands' End, Inc. 107
Globalization 108
Government Regulation and E Commerce 109
The Environmental Implications
of E Commerce 109
Geographically Dispersed Members 110
Forecasting Accuracy 110
Exchange Rates 110
Infrastructure Issues 110
Product Proliferation 111
Sour cing Issues 112
Insourcing versus Outsourcing Decisions 113
The Role of Purchasing 113
Ethics in Supply Management 114
Developing Supplier Relationships 115
How Many Suppliers? 116
Developing Partnerships 117
Links to Practice: The Timken Company 117
Critical Factors in Successful Partnering 118
Links to Practice: Sweetheart Cup Company/
Georgia Pacific Corporation 118
Benefits of Partnering 120
Supply Chain Distribution 120
The Role of Warehouses 120
Links to Practice: Fingerhut Direct Marketing,
Inc. 121
Crossdocking 122
Links to Practice: FedEx Freight 122
Radio Frequency Identification (RFID) 123
Third Party Service Providers 123
Integrated Supply Chain Management 124
Supply Chain Performance Measurement 125
Trends in Supply Chain Management 125
SUPPLY CHAIN MANAGEMENT WITH 0M: HOW IT ALL
FITS TOGETHER 127
SCM ACROSS THE ORGANIZATION 127
THE SUPPLY CHAIN LINK 128
Chapter Highlights 128
Key Terms/Formula Review/Solved Problems 129
Discussion Questions 130
Problems 131
CASE: ELECTRONIC POCKET CALENDARS SUPPLY CHAIN
MANAGEMENT GAME 132
CASE: SUPPLY CHAIN MANAGEMENT AT DURHAM
INTERNATIONAL MANUFACTURING COMPANY
(DIMCO) 134
INTERACTIVE CASE: VIRTUAL COMPANY 134
ON LINE RESOURCES 135
Selected Bibliography 135
Defining Quality 138
Differences between Manufacturing
and Service Organizations 139
Links to Practice: General Electric
Company/Motorola, Inc. 140
Cost of Quality 140
The Evolution of Total Quality Management
(TQM) 142
Quality Gurus 142
CONTENTS • XXIII
The Philosophy of TQM 147
Customer Focus 147
Continuous Improvement 147
Employee Empowerment 149
Links to Practice: The Walt Disney Company 150
Use of Quality Tools 150
Links to Practice: The Kroger Company/
Meijer Stores Limited Partnership 153
Product Design 153
Process Management 158
Managing Supplier Quality 158
Quality Awards and Standards 159
The Malcolm Baldrige National Quality Award
(MBNQA) 159
The Deming Prize 160
ISO 9000 Standards 160
ISO 14000 Standards 161
Why TQM Efforts Fail 162
TOTAL QUALITY MANAGEMENT (TQM) WITHIN 0M:
HOW IT ALL FITS TOGETHER 162
TOTAL QUALITY MANAGEMENT (TQM) ACROSS THE
ORGANIZATION 163
THE SUPPLY CHAIN LINK 164
Chapter Highlights 164
Key Terms/Formula Review 165
Solved Problems 165
Discussion Questions 166
Problems 166
CASE: GOLD COAST ADVERTISING (GCA) 167
CASE: DELTA PLASTICS INC. (A) 167
INTERACTIVE CASE: VIRTUAL COMPANY 169
ON LINE RESOURCES 169
Selected Bibliography 170
What Is Statistical Quality Control? 172
Links to Practice: Intel Corporation 173
Sources of Variation: Common
and Assignable Causes 174
Descriptive Statistics 174
The Mean 174
The Range and Standard Deviation 175
Distribution of Data 175
Statistical Process Control Methods 175
Developing Control Charts 176
Types of Control Charts 177
XXIV • CONTENTS
Control Charts for Variables 178
Mean (x Bar) Charts 178
Range (R) Charts 182
Using Mean and Range Charts Together 183
Control Charts for Attributes 184
P Charts 185
C Charts 188
Process Capability 190
Measuring Process Capability 190
Six Sigma Quality 195
Links to Practice: Motorola, Inc. 196
Acceptance Sampling 196
Sampling Plans 197
Operating Characteristic (OC) Curves 198
Developing OC Curves 199
Average Outgoing Quality 201
Implications for Managers 203
How Much and How Often to Inspect 203
Where to Inspect 203
Which Tools to Use 204
Statistical Quality Control in Services 204
Links to Practice: The Ritz Carlton Hotel Company,
L.LC./Nordstrom, Inc. 205
Links to Practice: Marriott International, Inc. 205
STATISTICAL QUALITY CONTROL (SQC) WITHIN OM:
HOW IT ALL FITS TOGETHER 206
STATISTICAL QUALITY CONTROL (SQC) ACROSS
THE ORGANIZATION 206
THE SUPPLY CHAIN LINK 207
Chapter Highlights 207
Key Terms 208
Formula Review 208
Solved Problems 209
Discussion Questions/Problems 213
CASE: SCHARADIN HOTELS 216
CASE: DELTA PLASTICS, INC. (B) 217
INTERACTIVE CASE: VIRTUAL COMPANY 217
ON LINE RESOURCES 218
Selected Bibliography 218
The Philosophy of JIT 221
Eliminate Waste 222
A Broad View of Operations 222
Simplicity 222
Continuous Improvement 223
Visibility 223
Flexibility 223
Elements of JIT 224
Just in time Manufacturing 224
Total Quality Management (TQM) 226
Respect for People 226
Links to Practice: Saturn Corporation 227
Just in time Manufacturing 227
The Pull System 227
Kanban Production 228
Variations of Kanban Production 231
Small Lot Sizes and Quick Setups 231
Uniform Plant Loading 232
Flexible Resources 233
Facility Layout 234
Links to Practice: Ryder Integrated Logistics 234
Total Quality Management 235
Product versus Process 236
Quality at the Source 236
Preventive Maintenance 237
Work Environment 237
Respect for People 238
The Role of Production Employees 238
Lifetime Employment 239
The Role of Management 240
Supplier Relationships 241
Benefits of JIT 242
Links to Practice: Alcoa, Inc. 242
Implementing JIT 243
JIT in Services 244
Improved Quality 244
Uniform Facility Loading 244
Use of Multifunction Workers 245
Reductions in Cycle Time 245
Minimizing Setup Times and Parallel
Processing 245
Workplace Organization 245
JIT AND LEAN SYSTEMS WITHIN OM: HOW FT ALL
FITS TOGETHER 245
JIT AND LEAN SYSTEMS ACROSS
THE ORGANIZATION 245
THE SUPPLY CHAIN LINK 246
Chapter Highlights/Key Terms/Formula Review/
Solved Problems 247
Discussion Questions/Problems 248
CASE: KATZ CARPETING 249
CASE: DIXON AUDIO SYSTEMS 250
INTERACTIVE CASE: VIRTUAL COMPANY 250
ON LINE RESOURCES 251
Selected Bibliography 251
Principles of Forecasting 253
Steps in the Forecasting Process 254
Links to Practice: Intel Corporation 255
Types of Forecasting Methods 255
Links to Practice: Improving Sales Forecasting 256
Qualitative Methods 256
Quantitative Methods 258
Time Series Models 260
Forecasting Level or Horizontal Pattern 261
Forecasting Trend 269
Forecasting Seasonality 272
Links to Practice: The Ski Industry Forecast 275
Causal Models 275
Linear Regression 275
Correlation Coefficient 278
Multiple Regression 279
Measuring Forecast Accuracy 279
Forecast Accuracy Measures 279
Tracking Signal 281
Selecting the Right Forecasting Model 282
Forecasting Software 283
Spreadsheets 283
Statistical Packages 283
Specialty Forecasting Packages 284
Guidelines for Selecting Forecasting
Software 284
Focus Forecasting 285
Combining Forecasts 285
Links to Practice: Combining Methods in Weather
Forecasting 286
Collaborative Planning, Forecasting, and
Replenishment (CPFR) 286
FORECASTING WITHIN 0M: HOW IT ALL FITS
TOGETHER 287
FORECASTING ACROSS THE ORGANIZATION 287
THE SUPPLY CHAIN LINK 288
Chapter Highlights 288
Key Terms/Formula Review 289
Solved Problems 290
Discussion Questions/Problems 294
CASE: BRAM WEAR 298
CASE: THE EMERGENCY ROOM (ER)
AT NORTHWEST GENERAL (A) 299
INTERACTIVE CASE: VIRTUAL COMPANY 300
ON LINE RESOURCES 300
Selected Bibliography 301
CONTENTS • XXV
Capacity Planning 304
Why Is Capacity Planning Important? 304
Links to Practice: Capacity Planning
intheER 304
Measuring Capacity 305
Capacity Considerations 307
Links to Practice: Focus in the Retail
Industry 310
Making Capacity Planning Decisions 310
Identify Capacity Requirements 311
Develop Capacity Alternatives 312
Evaluate Capacity Alternatives 312
Decision Trees 312
Location Analysis 315
What Is Facility Location? 316
Factors Affecting Location Decisions 316
Links to Practice: Locating in Silicon Valley 317
Globalization 318
Making Location Decisions 320
Procedure for Making Location
Decisions 320
Procedures for Evaluating Location
Alternatives 320
CAPACITY PLANNING AND FACILITY LOCATION
WITHIN 0M 331
CAPACITY PLANNING AND FACILITY LOCATION ACROSS
THE ORGANIZATION 331
THE SUPPLY CHAIN LINK 332
Chapter Highlights/Key Terms 332
Formula Review/Solved Problems 333
Discussion Questions/Problems 336
CASE: DATA TECH, INC. 339
CASE: THE EMERGENCY ROOM (ER) AT NORTHWEST
GENERAL (B) 340
INTERACTIVE CASE: VIRTUAL COMPANY 340
ON LINE RESOURCES 341
Selected Bibliography 341
What Is Layout Planning? 343
Types of Layouts 344
Process Layouts 344
Links to Practice: Wal Mart Stores, Inc. 346
XXVI • CONTENTS
Product Layouts 346
Links to Practice: Toyota Motor Corporation 348
Hybrid Layouts 348
Fixed Position Layouts 349
Designing Process Layouts 349
Step 1: Gather Information 349
Step 2: Develop a Block Plan 352
Step 3: Develop a Detailed Layout 355
Special Cases of Process Layout 355
Warehouse Layouts 355
Office Layouts 358
Designing Product Layouts 359
Step 1: Identify Tasks and Their Immediate
Predecessors 359
Step 2: Determine Output Rate 361
Step 3: Determine Cycle Time 361
Step 4: Compute the Theoretical Minimum
Number of Stations 363
Step 5: Assign Tasks to Workstations
(Balance the Line) 363
Step 6: Compute Efficiency, Idle Time,
and Balance Delay 364
Other Considerations 365
Group Technology (Cell) Layouts 366
FACILITY LAYOUT WITHIN OM: HOW IT ALL
FITS TOGETHER 367
FACILITY LAYOUT ACROSS THE ORGANIZATION 367
THE SUPPLY CHAIN LINK 368
Chapter Highlights 368
Key Terms/Formula Review/Solved Problems 369
Discussion Questions/Problems 372
CASE: SAWHILL ATHLETIC CLUB (A) 376
CASE: SAWHILL ATHLETIC CLUB (B) 377
INTERACTIVE CASE: VIRTUAL COMPANY 377
ON LINE RESOURCES 377
Selected Bibliography 378
Designing a Work System 380
Job Design 381
Designing a Job 381
Links to Practice: SAS Institute Inc. 382
Machines or People? 382
Level of Labor Specialization 382
Eliminating Employee Boredom 383
Team Approaches to Job Design 384
Links to Practice: The Santa Cruz
Operation, Inc. 385
The Alternative Workplace 385
Links to Practice: AT T 386
Method Analysis 386
The Work Environment 388
Work Measurement 389
Costing 389
Performance 390
Planning 390
Setting Standard Times 390
How to Do a Time Study 390
Elemental Time Data 396
Predetermined Time Data 397
Work Sampling 398
Links to Practice: Pace Productivity 400
Compensation 400
Time Based Systems 400
Output Based Systems 400
Group Incentive Plans 401
Incentive Plan Trends 401
Learning Curves 402
WORK SYSTEM DESIGN WITHIN 0M: HOW IT ALL
FITS TOGETHER 404
WORK SYSTEM DESIGN ACROSS THE ORGANIZATION 405
THE SUPPLY CHAIN LINK 406
Chapter Highlights/Key Terms 406
Formula Review/Solved Problems 407
Discussion Questions/Problems 410
CASE: THE NAVIGATOR III 413
CASE: NORTHEAST STATE UNIVERSITY 413
INTERACTIVE CASE: VIRTUAL COMPANY 414
ON LINE RESOURCES 415
Selected Bibliography 415
Types of Inventory 417
How Companies Use Their Inventory 418
Objectives of Inventory Management 420
Customer Service 420
Cost Efficient Operations 421
Minimum Inventory Investment 422
Relevant Inventory Costs 424
Item Costs 424
Holding Costs 424
Ordering Costs 426
Shortage Costs 426
Determining Order Quantities 427
Mathematical Models for Determining
Order Quantity 428
Economic Order Quantity (EOQ) 428
Calculating the EOQ 432
Economic Production Quantity (EPQ) 433
Quantity Discount Model 437
Why Companies Don't Always Use
the Optimal Order Quantity 441
Determining Safety Stock Levels 441
How Much Safety Stock? 442
Periodic Review System 444
Comparison of Continuous Review Systems
and Periodic Review Systems 445
The Single Period Inventory Model 446
ABC Inventory Classification 448
Procedure for an ABC Inventory Analysis 448
Inventory Control Using ABC Classification 451
Justifying Smaller Order Quantities 451
Links to Practice: Kenworth Trucks 451
Understanding the EPQ Factors 451
Inventory Record Accuracy 452
Links to Practice: Cisco Systems, Inc. 453
INVENTORY MANAGEMENT WITHIN OM: HOW IT ALL
FITS TOGETHER 454
INVENTORY MANAGEMENT ACROSS THE ORGANIZATION 455
THE SUPPLY CHAIN LINK 455
Chapter Highlights/Key Terms 456
Formula Review/Solved Problems 457
Discussion Questions 460
Problems 461
CASE: FABQUAL LTD. 464
CASE: KAYAKS1INCORPORATED 464
INTERACTIVE CASE: VIRTUAL COMPANY 465
ON LINE RESOURCES 465
Selected Bibliography 467
The Role of Aggregate Planning 470
Marketing Plan 470
Aggregate or Production Plan 470
Financial and Engineering Plans 471
Master Production Schedule 471
Links to Practice: Apple Computer, Inc. 472
CONTENTS • XXVII
Types of Aggregate Plans 472
Level Aggregate Plan 472
Chase Aggregate Plan 473
Hybrid Aggregate Plan 474
Aggregate Planning Options 474
Demand Based Options 474
Capacity Based Options 475
Evaluating the Current Situation 477
Links to Practice: UPS Hires Seasonal
Workers 478
Developing the Aggregate Plan 478
Aggregate Plans for Companies
with Tangible Products 480
Aggregate Plans for Service Companies
with Nontangible Products 483
Master Production Scheduling 487
MPS as a Basis of Communication 488
Objectives of Master Scheduling 489
Developing an MPS 489
Rough Cut Capacity Planning 490
Evaluating and Accepting the MPS 494
Using the MPS 494
Using the ATP Records 496
Stabilizing the MPS 498
AGGREGATE PLANNING WITHIN 0M: HOW IT ALL
FITS TOGETHER 500
AGGREGATE PLANNING ACROSS THE ORGANIZATION 500
THE SUPPLY CHAIN LINK 501
Chapter Highlights/Key Terms 502
Formula Review/Solved Problems 503
Discussion Questions 513
Problems 514
CASE: NEWMARKET INTERNATIONAL MANUFACTURING
COMPANY (A) 517
CASE: NEWMARKET INTERNATIONAL MANUFACTURING
COMPANY (B) 518
INTERACTIVE CASE: VIRTUAL COMPANY 519
ON LINE RESOURCES 519
Selected Bibliography 520
Enterprise Resource Planning 523
ERP Modules 524
The Evolution of ERP 524
First Generation ERP 524
Second Generation ERP 525
XXVIII • CONTENTS
Links to Practice: Cybex International, Inc. 526
The Benefits of ERP 526
Links to Practice: i2 Technologies 527
Links to Practice: SAP AG 528
The Cost of ERP Systems 528
Links to Practice: Hershey Foods
Corporation 528
Material Planning Systems 529
An Overview of MRP 529
Types of Demand 530
Objectives of MRP 532
MRP Inputs 532
Authorized MPS 532
Inventory Records 533
Bills of Material 534
The MRP Explosion Process 537
Action Notices 541
Comparison of Lot Size Rules 541
The Role of Capacity Requirements Planning
(CRP) 542
RESOURCE PLANNING WITHIN 0M: HOW IT ALL
FITS TOGETHER 544
RESOURCE PLANNING ACROSS THE ORGANIZATION 545
THE SUPPLY CHAIN LINK 546
Chapter Highlights 546
Key Terms/Formula Review/Solved Problems 547
Discussion Questions 550
Problems 551
CASE: NEWMARKET INTERNATIONAL MANUFACTURING
COMPANY (C) 553
CASE: DESSERTS BY J.B. 554
INTERACTIVE CASE: VIRTUAL COMPANY 555
ON LINE RESOURCES 555
Selected Bibliography 556
Scheduling Operations 559
High Volume Operations 559
Characteristics of Flow Operations 559
Low Volume Operations 560
Gantt Chart 560
Scheduling Work 561
Infinite Loading 561
Finite Loading 562
Forward Scheduling 562
Backward Scheduling 563
Monitoring Workflow 563
How to Sequence Jobs 565
Priority Rules 565
How to Use Priority Rules 566
Measuring Performance 567
Links to Practice: Airline Scheduling 567
Job Flow Time 567
Average Number of Jobs in the System 568
Makespan 568
Job Lateness and Tardiness 568
Comparing Priority Rules 569
Comparing SPT and S/RO 572
Sequencing Jobs through Two Work Centers 572
Scheduling Bottlenecks 574
Links to Practice: 1 800 Flowers.com 576
Theory of Constraints 577
Scheduling for Service Organizations 577
Scheduling Services Demanded 578
Scheduling Employees 579
Developing a Workforce Schedule 580
SCHEDULING WITHIN 0M: PUTTING IT ALL TOGETHER 581
SCHEDULING ACROSS THE ORGANIZATION 582
THE SUPPLY CHAIN LINK 583
Chapter Highlights/Key Terms 583
Formula Review/Solved Problems 584
Discussion Questions 587
Problems 588
CASE: AIR TRAFFIC CONTROLLER SCHOOL (ATCS) 590
CASE: SCHEDULING AT RED, WHITE AND BLUE FIREWORKS
COMPANY 591
INTERACTIVE CASE: VIRTUAL COMPANY 591
ON LINE RESOURCES 592
Selected Bibliography 592
Project Life Cycle 595
Conception 595
Feasibility Analysis or Study 595
Planning 596
Execution 596
Termination 596
Network Planning Techniques 596
Links to Practice: PERT and the Polaris Missile 596
Step 1: Describe the Project 597
Step 2: Diagram the Network 598
Step 3: Estimate the Project's Completion Time 599
Step 3 (a): Deterministic Time Estimates 600
Step 3 (b): Probabilistic Time Estimates 602
Step 4: Monitor the Project's Progression 608
Links to Practice: Managing the Olympic Games 608
Estimating the Probability of Completion Dates 609
Reducing Project Completion Time 611
Crashing Projects 611
The Critical Chain Approach 614
Adding Safety Time 614
Wasting Safety Time 614
PROJECT MANAGEMENT WITHIN 0M: HOW IT ALL
FITS TOGETHER 616
PROJECT MANAGEMENT 0M ACROSS THE ORGANIZATION 616
THE SUPPLY CHAIN LINK 617
Chapter Highlights/Key Terms 617
Formula Review/Solved Problems 618
Discussion Questions 621
Problems 622
CASE: THE RESEARCH OFFICE MOVES 624
CASE: WRITING A TEXTBOOK 625
INTERACTIVE CASE: VIRTUAL COMPANY 626
ON LINE RESOURCES 626
Selected Bibliography 627
APPENDIX A: SOLUTIONS TO ODD
NUMBERED PROBLEMS 629
APPENDIX B: STANDARD NORMAL
DISTRIBUTION 652
APPENDIX C: P CHART 653
COMPANY INDEX 657
SUBJECT INDEX 659
Available on line only, at
www.wiley.com/college/reid:
What Are Models? A2
The Spreadsheet Modeling Process A4
Evaluating Spreadsheet Models A5
Planning the Model A7
Implementing the Model in Excel A8
Assessing the Model A9
Using the Model for Analysis Al 1
Adding Data Tables A14
CONTENTS • XXIX
Graphing the Model Results A17
Planning the Model A18
Constructing the Model in Excel A19
Reviewing Relative and Absolute Cell
Referencing A20
Entering Formulas in the Model A21
Useful Spreadsheet Tips A26
Important Excel Formulas A27
INSIDE OM A28
Supplement Highlights/Key Terms/
Discussion Questions A29
Problems A30
CASE: DIET PLANNING A31
INTERACTIVE LEARNING A32
Selected Bibliography A32
Introduction B2
Algebraic Formulation B4
Examining the Formulation B6
Spreadsheet Model Development B7
Testing the Model B8
Solver Basics B9
Setting Up and Running Solver B9
Solving the Problem B12
Interpreting the Solution B13
Solver Solution Reports B14
Recap B16
Outcomes of Linear Programming Problems B16
INSIDE OM B18
Supplement Highlights B18
Key Terms/Solved Problems B19
Discussion Questions B23
Problems B24
CASE: EXETER ENTERPRISES B25
INTERACTIVE LEARNING B26
Selected Bibliography B26
Uncertainty and Risk in Decision Making C2
Simulation Overview and Software C2
Simulation Modeling Process C3
XXX • CONTENTS
Random Number Generation in Excel C4
Bernoulli Distribution: Simulating the Flip
of a Coin C6
Discrete Uniform Distribution: Simulating
the Roll of a Die C7
General Discrete Distribution C8
Continuous Probability Distributions C8
Simulating Continuous Probability
Distributions C9
Application of Simulation to Decision Making C12
Deterministic Model C14
Simulation Model C15
Replicating the Model C15
Analyzing the Results C17
Using a Data Table to Run a Simulation C19
Recap C20
Other Applications of Simulation C21
INSIDE OM C21
Supplement Highlights C21
Key Terms/Solved Problems C22
Discussion Questions/Problems C29
CASE: CAR REPLACEMENT DECISION C30
INTERACTIVE LEARNING C30
Selected Bibliography C30
Elements of Waiting Lines D2
Links to Practice: Waiting for Fast Food D3
The Customer Population D3
The Service System D4
Arrival and Service Patterns D6
Waiting Line Priority Rules D6
Waiting Line Performance Measures D7
Single Server Waiting Line Model D7
MultiServer Waiting Line Model D10
Changing Operational Characteristics D13
Larger Scale Waiting Line Systems D14
INSIDE OM D15
Supplement Highlights D15
Key Terms/Formula Review/Solved Problems D16
Discussion Questions D18
Problems D19
CASE: THE COPY CENTER HOLDUP D19
INTERACTIVE LEARNING D20
Selected Bibliography D21 |
| any_adam_object | 1 |
| any_adam_object_boolean | 1 |
| author | Reid, Robert D. |
| author_facet | Reid, Robert D. |
| author_role | aut |
| author_sort | Reid, Robert D. |
| author_variant | r d r rd rdr |
| building | Verbundindex |
| bvnumber | BV023023845 |
| 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)80091508 (DE-599)BVBBV023023845 |
| 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 |
| discipline_str_mv | Wirtschaftswissenschaften |
| edition | 3. ed. |
| format | Book |
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| genre | (DE-588)4123623-3 Lehrbuch gnd-content |
| genre_facet | Lehrbuch |
| id | DE-604.BV023023845 |
| illustrated | Illustrated |
| index_date | 2024-07-02T19:14:15Z |
| indexdate | 2024-07-09T21:09:13Z |
| institution | BVB |
| isbn | 9780471794486 0471794481 |
| language | English |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-016227854 |
| oclc_num | 80091508 |
| open_access_boolean | |
| owner | DE-1049 DE-573 DE-M347 DE-2070s |
| owner_facet | DE-1049 DE-573 DE-M347 DE-2070s |
| physical | XXIV, 671 S. Ill., graph. Darst. |
| publishDate | 2007 |
| publishDateSearch | 2007 |
| publishDateSort | 2007 |
| publisher | Wiley |
| record_format | marc |
| spelling | Reid, Robert D. Verfasser aut Operations management an integrated approach R. Dan Reid ; Nada R. Sanders 3. ed. Hoboken, NJ Wiley 2007 XXIV, 671 S. Ill., graph. Darst. txt rdacontent n rdamedia nc rdacarrier Literaturangaben Operations research gtt Production - Contrôle - Manuels d'enseignement supérieur Production - Gestion - Manuels d'enseignement supérieur Production - Planification - Manuels d'enseignement supérieur Production management Operations Management (DE-588)4549167-7 gnd rswk-swf (DE-588)4123623-3 Lehrbuch gnd-content Operations Management (DE-588)4549167-7 s b DE-604 Sanders, Nada R. Sonstige oth HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=016227854&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
| spellingShingle | Reid, Robert D. Operations management an integrated approach Operations research gtt Production - Contrôle - Manuels d'enseignement supérieur Production - Gestion - Manuels d'enseignement supérieur Production - Planification - Manuels d'enseignement supérieur Production management Operations Management (DE-588)4549167-7 gnd |
| subject_GND | (DE-588)4549167-7 (DE-588)4123623-3 |
| title | Operations management an integrated approach |
| title_auth | Operations management an integrated approach |
| title_exact_search | Operations management an integrated approach |
| title_exact_search_txtP | Operations management an integrated approach |
| title_full | Operations management an integrated approach R. Dan Reid ; Nada R. Sanders |
| title_fullStr | Operations management an integrated approach R. Dan Reid ; Nada R. Sanders |
| title_full_unstemmed | Operations management an integrated approach R. Dan Reid ; Nada R. Sanders |
| title_short | Operations management |
| title_sort | operations management an integrated approach |
| title_sub | an integrated approach |
| topic | Operations research gtt Production - Contrôle - Manuels d'enseignement supérieur Production - Gestion - Manuels d'enseignement supérieur Production - Planification - Manuels d'enseignement supérieur Production management Operations Management (DE-588)4549167-7 gnd |
| topic_facet | Operations research Production - Contrôle - Manuels d'enseignement supérieur Production - Gestion - Manuels d'enseignement supérieur Production - Planification - Manuels d'enseignement supérieur Production management Operations Management Lehrbuch |
| url | http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=016227854&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
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