Operations management: providing value in goods and services
Gespeichert in:
| 1. Verfasser: | |
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| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
Fort Worth [u.a.]
Dryden
2000
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| Ausgabe: | 3. ed. |
| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | XII, 762 S. Ill., graph. Darst. |
| ISBN: | 0030262070 |
Internformat
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Datensatz im Suchindex
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| adam_text | Preface v FOUNDATION MATERIAL 1 I ZEROING IN ON OPERATIONS 2 Supplement A: Historical Perspective: Progress in Operations Management 24 Supplement B: Tour of a Service Operation: AView ofWal-Mart’s Distribution System 30 2 STRATEGIC GUIDANCE FOR OPERATIONS 3 TOTAL QUALITY: STRIVING FOR CUSTOMER SATISFACTION AND CONTINUOUS IMPROVEMENT 78 4 FORECASTING DEMAND Supplement C: Decision Making FACILITY LOCATION Supplement D: 63 114 DESIGN OF OPERATIONS SYSTEMS 5 34 173 174 Work Measurement and Time Standards 6 ARRANGEMENT OF FACILITIES TO PRODUCE GOODS AND SERVICES 222 7 APPLICATION OF TECHNOLOGY FOR COMPETITIVE ADVANTAGE 268 8 DESIGN OF JOBS AND COMPENSATION 207 298 MANAGING INPUTS FOR VALUE-ADDING OPERATIONS 9 PLANNING FOR OPERATIONS AND CAPACITY 333 334 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 xi
Ш .л ІХІІ « . Contents in Brief 14 THE JIT AND TOC PHILOSOPHIES OF IMPROVING OPERATIONS Supplement E: Total Productive Maintenance 526 563 15 CONSIDERATIONS IN SCHEDULING AND CONTROLLING SERVICES Supplement F: Simulation 612 16 SCHEDULING AND CONTROLLING PROJECTS 17 STATISTICAL QUALITY CONTROL 626 666 THE CONTINUING SAGA OF STAYING COMPETITIVE 18 REFINE AND REDESIGN FOR CONTINUOUS IMPROVEMENT 704 703 574
FOUNDATION MATERIAL 1 I ZEROING IN ON OPERATIONS Functions within Businesses 2 4 The Operations Function · Some General Types of Operations · General Types of Service Operations · General Types of Manufacturing Operations Generai Differences between Services and Manufacturing 12 U.S. Employment Shifts between Types of Businesses 13 Operations: An Important Element in Gaining Customers’ Favor Skills and Activities of Operations Managers Overview of the Book 18 14 Summary 20 · Key Terms 21 · Discussion Questions 21 · Internet Exercises 21 · Bibliography 22 Supplement A: Historical Perspective: Progress in Operations Management 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 The Need for New Management Skills 26 The Management Movement 26 24 25 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 The Rise of the Service Sector Key Terms 29 Supplement B: 28 29 Tour of a Service Operation: A View ofWal-Mart’s Distribution System 2 STRATEGIC GUIDANCE FOR OPERATIONS 34 Application: Corporate Strategy at General Electric Strategy Provides Focus 38 Different Operations, Different Strategies Operations: A Vital Element in Strategy Strategy Formulation 41 40 41 How Strategy Can Help AM Value for Customers · External Conditions · Internal Conditions · Operations Management in Action: Porsche’s Strategy for Cost Efficiency
and Quality Just What Is Quality? 47 30
XIV Contents The Strategic Significance of Quality The Cost of Quality 51 Cost Efficiency 53 Flexibility 54 50 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 Phases of Decision Making 63 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 Introduction 114 116 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 Subjective Forecasting Methods 122 122 Field Sales Force ’Jury of Executives · Users’ Expectations · Delphi Method
Contents 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 (МАРЕ) 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 5 FACILITY LOCATION 173 174 Determining the Size and Capacity of the Facility The Importance of Location 179 177 Competition · Cost · Hidden Effects · Flow 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 Action: BMW Selects Spartanburg, S.C. · Du Pont Locates Plant in India · Operations Management in 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 Senice 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 Summan՛ 197 · Key Terms 197 · Discussion Questions 197 · Problems 198 · Internet Exercises 201 · Cases 202 · Bibliography 205 SupplementD: Work Measurement and Time Standards Work Measurement 207 207 Uses for Time Standards · Where Work Measurement Can Be Applied Methods Used in Setting Standards 208 Time Stud)՛ · 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 XV
XVI Contents 6 ARRANGEMENT OF FACILITIES TO PRODUCE GOODS AND SERVICES Different Layouts for Different Operations 222 224 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 Services 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 Three Areas That Technology Can Benefit 268 270 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) Advantages of FMS · Limitations of FMS 286
Computer-Integrated Manufacturing (СІМ) 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 Intrinsic and Extrinsic Rewards Job Design 298 300 301 How Job Design Can Help Add Value for Customers Multiple Objectives in Job Design 305 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 Micromotion Study Human Factors and Ergonomics Design of Compensation Methods Time-Based Pay or Incentive Pay 314 318 319 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 9 PLANNING FOR OPERATIONS AND CAPACITY Business Planning 333 334 338 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 Dugruntied Workers Say Bosses Order Too Much Overtime · Mathematical Analysis or Optimization Methods Planning Must Focus Beyond Some Minimum Horizon The Master Production Schedule 353 Disaggregating the Production Plan into the MPS 351
xviii 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 How Supply Chain Management Adds Value for Customers Objective of Supply Chain Management (SCM) 370 374 Challenges and Increased Need for SCM 375 Increased Outsourcing · Lead Time Compression · Globalization · Shortened Product Life Cycles • Apparent Rationality of Myopia · The Bull whip 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: Jay 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: ExampU 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: ExampU of Setting a Reorder Level on the Basis of an Empirical Probability Distribution · Application: Establishing a Safety Stock Level (Reorder Level) 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 A General Overview of MRP Inputs and Outputs of MRP 450 45S The Master Production Schedule · Bill-of-Materials File · Inventory Status File · Outputs of MRP · Operations Management in Action: Making Good Management Better 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 ΐ i OLjl l PLANNING AND CONTROLLING THE PRODUCTION OF GOODS AND SERVICES 493 13 SCHEDULING AND CONTROLLING MANUFACTURING How Scheduling and Control Can Help Add Value for Customers 494 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 RuU
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 AND TOC PHILOSOPHIES OF IMPROVING OPERATIONS Origins of JIT 526 529 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
XX 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 ՍՏԲՏ 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 SingU-Channel Queue · Truncated Queues · Application: The Effect of a Truncated Queue Summaiy 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 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 Project Management 626 628 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 Precedence Relationships 634 634 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 of AOA Notation and Probability in PERT · Simulation of Project Duration Monitoring Projects with Network Techniques The Use of Computers in Project Management 650 650 Summary 654 · Key Terms 656 · Demonstration Problem 656 · Discussion Questions 657 · Problems 658 ® Internet Exercises 664 · Bibliography
664 17 STATISTICAL QUALITY CONTROL Planning for Quality 666 669 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 T)pe 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 a and ß for a Stated Sampling Plan · Average Outgoing Quality (AOQ) and Its Limit · Dodge-Romig Tables · Military Standard 105D xxi
ХХІІ 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 APPENDIX II: LEARNING CURVE TABLES 732 APPENDIX III: CUMULATIVE POISSON PROBABILITIES APPENDIX IV: RANDOM DIGITS 734 739 APPENDIX V: FACTORS FOR CONSTRUCTING CONTROL CHARTS GLOSSARY INDEX 753 741 740 731
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| any_adam_object | 1 |
| author | Dilworth, James B. |
| author_facet | Dilworth, James B. |
| author_role | aut |
| author_sort | Dilworth, James B. |
| author_variant | j b d jb jbd |
| building | Verbundindex |
| bvnumber | BV023785754 |
| classification_rvk | QP 500 |
| ctrlnum | (OCoLC)833510816 (DE-599)BVBBV023785754 |
| 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.BV023785754 |
| illustrated | Illustrated |
| indexdate | 2024-07-09T21:36:46Z |
| institution | BVB |
| isbn | 0030262070 |
| language | English |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-017427962 |
| oclc_num | 833510816 |
| open_access_boolean | |
| owner | DE-634 DE-473 DE-BY-UBG |
| owner_facet | DE-634 DE-473 DE-BY-UBG |
| physical | XII, 762 S. Ill., graph. Darst. |
| publishDate | 2000 |
| publishDateSearch | 2000 |
| publishDateSort | 2000 |
| publisher | Dryden |
| record_format | marc |
| spelling | Dilworth, James B. Verfasser aut Operations management providing value in goods and services James B. Dilworth 3. ed. Fort Worth [u.a.] Dryden 2000 XII, 762 S. Ill., graph. Darst. txt rdacontent n rdamedia nc rdacarrier Produktion (DE-588)4047347-8 gnd rswk-swf Produktionswirtschaft (DE-588)4123986-6 gnd rswk-swf Management (DE-588)4037278-9 gnd rswk-swf Fertigungsorganisation (DE-588)4140651-5 gnd rswk-swf Produktion (DE-588)4047347-8 s Management (DE-588)4037278-9 s DE-604 Produktionswirtschaft (DE-588)4123986-6 s Fertigungsorganisation (DE-588)4140651-5 s Digitalisierung UB Bamberg - ADAM Catalogue Enrichment application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=017427962&sequence=000001&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
| spellingShingle | Dilworth, James B. Operations management providing value in goods and services Produktion (DE-588)4047347-8 gnd Produktionswirtschaft (DE-588)4123986-6 gnd Management (DE-588)4037278-9 gnd Fertigungsorganisation (DE-588)4140651-5 gnd |
| subject_GND | (DE-588)4047347-8 (DE-588)4123986-6 (DE-588)4037278-9 (DE-588)4140651-5 |
| title | Operations management providing value in goods and services |
| title_auth | Operations management providing value in goods and services |
| title_exact_search | Operations management providing value in goods and services |
| title_full | Operations management providing value in goods and services James B. Dilworth |
| title_fullStr | Operations management providing value in goods and services James B. Dilworth |
| title_full_unstemmed | Operations management providing value in goods and services James B. Dilworth |
| title_short | Operations management |
| title_sort | operations management providing value in goods and services |
| title_sub | providing value in goods and services |
| topic | Produktion (DE-588)4047347-8 gnd Produktionswirtschaft (DE-588)4123986-6 gnd Management (DE-588)4037278-9 gnd Fertigungsorganisation (DE-588)4140651-5 gnd |
| topic_facet | Produktion Produktionswirtschaft Management Fertigungsorganisation |
| url | http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=017427962&sequence=000001&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
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