Verfügbarkeit: Operations management

Operations management: processes and supply chains

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Bibliographische Detailangaben
Hauptverfasser:	Krajewski, Lee J. (VerfasserIn), Ritzman, Larry P. (VerfasserIn), Malhotra, Manoj K. (VerfasserIn)
Format:	Buch
Sprache:	English
Veröffentlicht:	Boston [u.a.] Pearson 2016
Ausgabe:	11. ed., global ed.
Schriftenreihe:	Always learning
Schlagworte:	Production management Produktion Prozessmanagement Operations Management
Online-Zugang:	Inhaltsverzeichnis
Beschreibung:	bis 8. Aufl. u.d.T.: Krajewski, Lee J. [...]: Operations Management: Processes and value chains
Beschreibung:	663 S. Ill., graph. Darst. 29 cm
ISBN:	9781292093864

Internformat

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Datensatz im Suchindex

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adam_text	Contents Preface 15 T] USING OPERATIONS TO CREATE VALUE 21 Disney 21 Role of Operations in an Organization 23 Historical Evolution and Perspectives 24 A Process View 24 How Processes Work 25 Nested Processes 25 Service and Manufacturing Processes 25 A Supply Chain View 26 Core Processes 27 Support Processes 27 Supply Chain Processes 28 Operations Strategy 28 Corporate Strategy 29 Market Analysis 31 Competitive Priorities and Capabilities 31 Order Winners and Qualifiers 33 Using Competitive Priorities: An Airline Example 34 Identifying Gaps between Competitive Priorities and Capabilities 34 Addressing the Trends and Challenges in Operations Management 36 Productivity Improvement 36 Global Competition 37 Japanese Earthquake and Its Supply Chain Impact 39 Ethical, Workforce Diversity, and Environmental Issues 40 Designing and Operating Processes and Supply Chains 40 Adding Value with Process Innovation 41 Learning Goals in Review 42 MyOMLab Resources 42 Key Equations 42 Key Terms 43 Solved Problems 43 Discussion Questions 44 Problems 45 Active Model Exercise 47 ViUto CUsing Operations to Create Value at Crayola 47 Case Theorganicgrocer.com 48 SUPPLEMENT A Decision Making Models 49 Break-Even Analysis 49 Evaluating Services or Products 50 Evaluating Processes 51 Preference Matrix 53 Decision Theory 54 Decision Making under Certainty 55 Decision Making under Uncertainty 55 Decision Making under Risk 56 Decision Trees 57 Learning Goals in Review 59 MyOMLab Resources 59 Key Equations 60 Key Terms 60 Solved Problems 60 Problems 63 part i Process Management 69 ~2] PROCESS STRATEGY AND ANALYSIS 69 McDonald s Corporation 69 Process Structure in Services 72 Customer-Contact Matrix 72 Service Process Structuring 73 Process Structure in Manufacturing 74 Product-Process Matrix 74 Manufacturing Process Structuring 75 Production and Inventory Strategies 75 Layout 76 Process Strategy Decisions 76 Customer Involvement 76 Customer Involvement at eBay 77 Resource Flexibility 78 Capital Intensity 78 Strategic Fit 80 Decision Patterns for Service Processes 80 Decision Patterns for Manufacturing Processes 81 Gaining Focus 81 Strategies for Change 82 Process Reengineering 82 Process Improvement 83 Process Analysis 83 Documenting and Evaluating the Process 84 Flowcharts 84 Work Measurement Techniques 86 Process Charts 88 Data Analysis Tools 90 Redesigning and Managing Process Improvements 95 Questioning and Brainstorming 95 Benchmarking 96 Implementing 96 Learning Goals in Review 98 MyOMLab Resources 98 Key Terms 99 Solved Problems 99 Discussion Questions 103 Problems 104 Active Model Exercise 110 Video Case Process Analysis at Starwood 111 Case Sims Metal Management 112 Case Jose s Authentic Mexican Restaurant 114 10 CONTENTS ~3] MANAGING QUALITY 115 QVC 115 Costs of Quality 116 Prevention Costs 117 Appraisal Costs 117 Internal Failure Costs 117 External Failure Costs 117 Ethical Failure Costs 117 Total Quality Management and Six Sigma 118 Total Quality Management 118 Manage .T; Prmettre 3.1 Quality at Verizon Wireless 120 Six Sigma 121 Acceptance Sampling 122 Statistical Process Control 123 Variation of Outputs 123 Control Charts 126 Control Charts for Variables 127 Control Charts for Attributes 131 Process Capability 134 Defining Process Capability 134 Using Continuous Improvement to Determine the Capability of a Process 136 International Quality Documentation Standards and Awards 137 The ISO 9001:2008 Documentation Standards 137 The ISO 140001:2004 Environmental Management System 137 Benefits of ISO Certification 138 Benefits of the Baldrige Performance Excellence Program 138 Learning Goals in Review 139 MvOM L:H) Resources 139 key Equations 139 Key Terms 140 Solved Problems 141 Discussion Questions 144 Problems 144 Active Model Exercise 151 Video Case Process Performance and Quality at Starwood Hotels Resorts 152 Experiential Learning Statistical Process Control with a Coin Catapult 153 3 PLANNING CAPACITY 155 Tesla Motors 155 Planning Long-Term Capacity 157 Measures of Capacity and Utilization 157 Economies of Scale 158 Diseconomies of Scale 158 Capacity Timing and Sizing Strategies 159 Sizing Capacity Cushions 159 Timing and Sizing Expansion 160 Manoüîr? i.?: Pr.ìf oc.? ^. 1 Expansionist Capacity Strategy by Sharp Corporation 161 Linking Capacity and Other Decisions 162 A Systematic Approach to Long-Term Capacity Decisions 162 Step 1: Estimate Capacity Requirements 162 Step 2: Identify Gaps 164 Step 3: Develop Alternatives 164 Step 4: Evaluate the Alternatives 184 Tools for Capacity Planning 166 Waiting-Line Models 166 Simulation 167 Decision Trees 167 Learning Goals in Review 167 MyOMLab Resources 167 Key Equations 168 Key Terms 168 Solved Problems 168 Discussion Questions 170 Problems 170 Video Case Gate Turnaround at Southwest Airlines 176 Case Fitness Plus, Part A 177 Supplement B Waiting Line Models 179 Structure of Waiting-Line Problems 180 Customer Population 180 The Service System 181 Priority Rule 183 Probability Distributions 183 Arrival Distribution 183 Service Time Distribution 184 Using Waiting-Line Models to Analyze Operations 184 Single-Server Model 185 Multiple-Server Model 187 Little s Law 188 Finite-Source Model 189 Waiting Lines and Simulation 190 SimQuick 190 Decision Areas for Management 191 Learning Goals in Review 192 MyOMLab Resources 192 Key Equations 193 Key Terms 193 Solved Problem 194 Problems 194 IT) MANAGING PROCESS CONSTRAINTS 197 British Petroleum Oil Spill in Gulf of Mexico 197 The Theory of Constraints 199 Key Principles of the TOC 200 Managing Bottlenecks in Service Processes 201 Managing Bottlenecks in Manufacturing Processes 202 Identifying Bottlenecks 202 Relieving Bottlenecks 204 Drum-Buffer-Rope Systems 204 Applying the Theory of Constraints to Product Mix Decisions 205 Managing Constraints in Line Processes 207 Line Balancing 207 Rebalancing the Assembly Line 211 Managerial Considerations 211 Managerial Practice 5.1 Assembly Line Balancing at Chrysler 212 Learning Goals in Review 213 MyOMLab Resources 213 Key Equations 213 Key Terms 213 Solved Problems 213 CONTENTS 11 Discussion Questions 215 Problems 215 Learning Min-Yo Garment Company 222 vioeoCase Constraint Management at Southwest Airlines 226 DESIGNING LEAN SYSTEMS 227 Aldi 227 Continuous Improvement Using a Lean Systems Approach 229 Strategic Characteristics of Lean Systems 231 Supply Chain Considerations in Lean Systems 231 Process Considerations in Lean Systems 232 Toyota Production System 236 Designing Lean System Layouts 237 One Worker, Multiple Machines 237 Group Technology 238 Managerial Practice 6.1 Panasonic Corporation 239 Value Stream Mapping 239 The Kanban System 243 General Operating Rules 243 Determining the Number of Containers 244 Other Kanban Signals 245 Operational Benefits and Implementation Issues 245 Organizational Considerations 246 Process Considerations 246 Inventory and Scheduling 246 Learning Goals in Review 247 MyOMLab Resources 247 Key Equation 248 Key Terms 248 Solved Problems 248 Discussion Questions 251 Problems 251 Video Case Lean Systems at Autoliv 254 Case Duraweld Ltd. 256 2) MANAGING EFFECTIVE PROJECTS 257 XBOX 360 257 Defining and Organizing Projects 259 Defining the Scope and Objectives of a Project 259 Selecting the Project Manager and Team 259 Recognizing Organizational Structure 260 Constructing Project Networks 261 Defining the Work Breakdown Structure 261 Diagramming the Network 261 Developing the Project Schedule 263 Critical Path 263 Project Schedule 264 Activity Slack 266 Analyzing Cost-Time Trade-Offs 267 Cost to Crash 267 Minimizing Costs 268 Assessing and Analyzing Risks 271 Risk-Management Plans 271 Managerial plans 7 1 San Francisco—Oakland Bay Bridge 272 Statistical Analysis 273 Analyzing Probabilities 275 Near-Critical Paths 276 Monitoring and Controlling Projects 277 Monitoring Project Resources 277 Controlling Projects 278 Learning Goals in Review 278 MyOMLab Resources 278 Key Equations 279 Key Terms 279 Solved Problems 280 Discussion Questions 284 Problems 284 Active Model Exercise 291 Video Case Project Management at the Phoenician 292 Case The Pert Mustang 293 part 2 Customer Demand Management 295 IT) FORECASTING DEMAND 295 Kimberly-Clark 295 Managing Demand 297 Demand Patterns 297 Demand Management Options 298 Key Decisions on Making Forecasts 300 Deciding What to Forecast 300 Choosing the Type of Forecasting Technique 300 Forecast Error 301 Cumulative Sum of Forecast Errors 301 Dispersion of Forecast Errors 302 Mean Absolute Percent Error 302 Computer Support 304 Judgment Methods 304 Causal Methods: Linear Regression 304 Time-Series Methods 306 Naïve Forecast 307 Horizontal Patterns: Estimating the Average 307 Trend Patterns: Using Regression 309 Seasonal Patterns: Using Seasonal Factors 312 Criteria for Selecting Time-Series Methods 314 Forecasting as a Process 315 A Typical Forecasting Process 315 Using Multiple Forecasting Methods 316 Managerial Practice 8,1 Combination Forecasts and the Forecasting Process 317 Adding Collaboration to the Process 318 Forecasting as a Nested Process 318 Learning Goals in Review 319 MyOMLab Resources 319 Key Equations 319 Key Terms 320 Solved Problems 321 Discussion Questions 324 Problems 325 V;deu Forecasting and Supply Chain Management at Deckers Outdoor Corporation 333 Case Yankee Fork and Hoe Company 334 Experiential Learning 8.1 Forecasting a Vital Energy Statistic 336 IT) MANAGING INVENTORIES 337 Inventor}’ Management at Netflix 337 Inventory Trade-Offs 339 Pressures for Small Inventories 340 Pressures for Large Inventories 340 12 CONTENTS Mr -· Inventory Management at Walmart 341 Types of Inventory 342 Accounting Inventories 342 Operational Inventories 343 Inventory Reduction Tactics 345 Cycle Inventory 345 Safety Stock Inventory 345 Anticipation Inventory 345 Pipeline Inventory 345 ABC Analysis 346 Economic Order Quantity 347 Calculating the EOQ 347 Managerial Insights from the EOQ 351 Continuous Review System 351 Selecting the Reorder Point When Demand and Lead Time Are Constant 352 Selecting the Reorder Point When Demand Is Variable and Lead Time Is Constant 352 Selecting the Reorder Point When Both Demand and Lead Time Are Variable 356 Systems Based on the Q System 357 Calculating Total Q System Costs 357 Advantages of the Q System 357 Periodic Review System 358 Selecting the Time between Reviews 359 Selecting the Target Inventory Level When Demand Is Variable and Lead Time Is Constant 359 Selecting the Target Inventory Level When Demand and Lead Time Are Variable 361 Systems Based on the P System 361 Calculating Total PSystem Costs 361 Advantages of the P System 361 Learning Goals in Review 362 MyOMLab Resources 362 Key Equations 362 Key Terms 364 Solved Problems 364 Discussion Questions 368 Problems 368 Active Model Exercise 373 Video Case Inventory Management at Crayola 374 Experiential Learning Swift Electronic Supply, Inc. 375 Case Parts Emporium 377 SUPPLEMENT C Special Inventory Models 379 Noninstantaneous Replenishment 379 Quantity Discounts 382 One-Period Decisions 384 Learning Goals in Review 386 MyOMLab Resources 386 Key Equations 387 Key Term 387 Solved Problems 387 Problems 389 TO) PLANNING AND SCHEDULING OPERATIONS 393 Cooper Tire and Rubber Company 393 Levels in Operations Planning and Scheduling 395 Level 1: Sales and Operations Planning 396 Level 2: Resource Planning 397 Level 3: Scheduling 398 S OP Supply Options 398 S OP Strategies 399 Chase Strategy 399 Level Strategy 399 Constraints and Costs 400 Sales and Operations Planning as a Process 400 Spreadsheets for Sales and Operations Planning 402 Spreadsheets for a Manufacturer 402 Spreadsheets for a Service Provider 403 Scheduling 406 Job and Facility Scheduling 406 Workforce Scheduling 407 Managerial Practice 10.1 Scheduling at Air New Zealand 407 Sequencing Jobs at a Workstation 410 Software Support 412 Learning Goals in Review 413 MyOMLab Resources 413 Key Terms 413 Solved Problems 414 Discussion Questions 417 Problems 417 Active Model Exercise 424 Video Case Sales and Operations Planning at Starwood 425 Case Memorial Hospital 426 , ! ; :r » : u u Linear Programming Models 429 Characteristics of Linear Programming Models 429 Formulating a Linear Programming Model 430 Graphic Analysis 432 Plot the Constraints 432 Identify the Feasible Region 434 Plot the Objective Function Line 435 Find the Visual Solution 436 Find the Algebraic Solution 436 Slack and Surplus Variables 437 Sensitivity Analysis 438 Computer Analysis 438 Simplex Method 438 Computer Output 439 The Transportation Method 441 Transportation Method for Sales and Operations Planning 442 Learning Goals in Review 446 MyOMLab Resources 446 Key Terms 446 Solved Problems 446 Discussion Questions 449 Problems 449 TT) EFFICIENT RESOURCE PLANNING 457 Philips 457 Material Requirements Planning 459 Dependent Demand 459 Master Production Scheduling 460 Developing a Master Production Schedule 461 Available-to-Promise Quantities 462 Freezing the MPS 463 CONTENTS 13 Reconciling the MPS with Sales and Operations Plans 464 MRP Explosion 464 Bill of Materials 464 Inventory Record 465 Planning Factors 468 Outputs from MRP 471 MRP and the Environment 474 MRP, Core Processes, and Supply Chain Linkages 474 Enterprise Resource Planning 475 How ERP Systems Are Designed 475 fVMnagerioi ill ERP Implementation by SAP at Dow Corning 476 Resource Planning for Service Providers 477 Dependent Demand for Services 477 Bill of Resources 478 Learning Goals in Review 481 MyOMLab Resources 481 Key Terms 482 Solved Problems 482 Discussion Questions 487 Problems 488 Active Model Exercise 499 Case Flashy Flashers, Inc. 499 part 3 Supply Chain Management 503 _ J DESIGNING EFFECTIVE SUPPLY CHAINS воз Amazon.com 503 Creating an Effective Supply Chain 505 Supply Chains for Services and Manufacturing 506 Services 506 Manufacturing 507 Measuring Supply Chain Performance 508 Inventory Measures 508 Financial Measures 510 Strategic Options for Supply Chain Design 511 Efficient Supply Chains 512 Responsive Supply Chains 512 Designs for Efficient and Responsive Supply Chains 513 Mass Customization 515 Competitive Advantages 515 Supply Chain Design for Mass Customization 516 Outsourcing Processes 516 Building a Supply Chain for the Dreamliner 518 Vertical Integration 519 Make-or-Buy Decisions 519 Learning Goals in Review 520 MyOMLab Resources 520 Key Equations 521 Key Terms 521 Solved Problem 521 Discussion Questions 522 Problems 522 Video Case Supply Chain Design at Crayola 525 Experiential Learning Sonic Distributors 526 Case Brunswick Distribution, Inc. 527 _J SUPPLY CHAINS AND LOGISTICS S3i Bavarian Motor Works (BMW) 531 Factors Affecting Location Decisions 534 Dominant Factors in Manufacturing 534 Dominant Factors in Services 535 Load-Distance Method 537 Distance Measures 537 Calculating a Load-Distance Score 538 Center of Gravity 538 Break-Even Analysis 540 Transportation Method 542 Setting Up the Initial Tableau 542 Dummy Plants or Warehouses 543 Finding a Solution 543 Geographical Information Systems 544 Using GIS 544 ՛ ■ i How Fast-Food Chains Use GIS to Select Their Sites 545 The GIS Method for Locating Multiple Facilities 546 Inventory Placement 546 A Systematic Location Selection Process 547 Learning Goals in Review 548 MyOMLnb Resources 548 Key Equations 549 Key Terms 549 Solved Problems 549 Discussion Questions 552 Problems 552 Active Model Exercise 558 ,/ (!·.* ՝; . - Continental Tire: Pursuing a Winning Plant Decision 559 Case R.U. Reddie for Location 560 33 integrating THE SUPPLY CHAIN 563 Coral Princess 563 Supply Chain Disruptions 565 Causes of Supply Chain Disruptions 565 Supply Chain Dynamics 567 Integrated Supply Chains 568 New Services or Product Development Process 568 Design 569 Analysis 569 Development 569 Full Launch 570 Supply Relationship Process 570 Sourcing 570 Design Collaboration 573 Negotiation 574 • ‘ ՝ · The Consequences of Power in an Automotive Supply Chain 574 Buying 576 Information Exchange 577 Order Fulfillment Process 578 Customer Demand Planning 578 Supply Planning 578 Production 578 Logistics 578 14 CONTENTS Customer Relationship Process 581 Marketing 581 Order Placement 581 Customer Service 582 Supply Chain Risk Management 582 Operational Risks 582 Financial Risks 583 Security Risks 584 Performance Measures 586 Learning Goals in Review 586 MyOMLab Resources 586 Key Equations 587 Key Terms 587 Solved Problems 587 Discussion Questions 589 Problems 589 Video Case Sourcing Strategy at Starwood 594 Case HassiaWaters International 595 ID MANAGING SUPPLY CHAIN SUSTAINABILITY 597 FedEx 597 The Three Elements of Supply Chain Sustainability 599 Reverse Logistics 600 Supply Chain Design for Reverse Logistics 601 Recycling at Walmart 602 Financial Implications 602 Energy Efficiency 603 Transportation Distance 603 Freight Density 605 Transportation Mode 607 Disaster Relief Supply Chains 608 Organizing for Disaster Relief 608 Managing Disaster Relief Operations 609 Supply Chain Ethics 611 Buyer—Supplier Relationships 611 Facility Location 612 Inventory Management 612 Managing Sustainable Supply Chains 612 Learning Goals in Review 613 MyOMLab Resources 613 Key Equation 613 Key Terms 614 Solved Problems 614 Oiscussion Questions 615 Problems 615 Video Case Supply Chain Sustainability at Cllf Bar Company 617 Appendix Normal Distribution 619 References 621 Glossary 629 Name Index 643 Subject Index 647 Л.; ¿Vi l: ֊ 4 ; L: Acceptance Sampling Plans G-1 MyOMLab SUPPLEMENTS Simulation E-1 Financial Analysis F-1 л Measuring Output Rates H-1 Learning Curve Analysis 1-1 Operations Scheduling J-1 Layout K-1 rj UPPLEMENT К
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title	Operations management processes and supply chains
title_auth	Operations management processes and supply chains
title_exact_search	Operations management processes and supply chains
title_full	Operations management processes and supply chains Lee J. Krajewski ; Manoj K. Malhotra ; Larry P. Ritzman
title_fullStr	Operations management processes and supply chains Lee J. Krajewski ; Manoj K. Malhotra ; Larry P. Ritzman
title_full_unstemmed	Operations management processes and supply chains Lee J. Krajewski ; Manoj K. Malhotra ; Larry P. Ritzman
title_short	Operations management
title_sort	operations management processes and supply chains
title_sub	processes and supply chains
topic	Production management Produktion (DE-588)4047347-8 gnd Prozessmanagement (DE-588)4353072-2 gnd Operations Management (DE-588)4549167-7 gnd
topic_facet	Production management Produktion Prozessmanagement Operations Management
url	http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=028216621&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA
work_keys_str_mv	AT krajewskileej operationsmanagementprocessesandsupplychains AT ritzmanlarryp operationsmanagementprocessesandsupplychains AT malhotramanojk operationsmanagementprocessesandsupplychains

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