ISE Operations and Supply Chain Management: The Core

Höfundar: F. Robert Jacobs; Richard Chase (Útgáfa: 6)
ISE Operations and Supply Chain Management: The Core

Kaup valmöguleikar

The Sixth Edition of Operations and Supply Chain Management: The Core focuses on the important core concepts in the dynamic field of operations. Just as lava flows from the core of the earth, operations and supply chain management is the core of business. Material must flow through supply chain processes to create cash output and input. This new edition has an increased focus on supply chain analytics involving the analysis of data to better solve business problems.

Jacobs The Core 6e focuses on the core concepts and tools needed to ensure business processes run smoothly and is designed to be lean and focused on the material sufficient for a 12-15 week course in Operations Management. It includes new exercises in Analytics , Supply Chain Improvement Models, new carbon footprint exercises, forecasting analytics and Inventory management exercises. New vignettes like in Ch.

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Útgefandi
McGraw-Hill Higher Education (International)
ISBN
9781265760304
Print ISBN
9781265076825
Format
ePub
Útgáfa
6
Höfundar
F. Robert Jacobs; Richard Chase
Tungumál
English
Útgefið
2022-01-10
Prent takmörkun á líftíma
100

Kaflar

  • Cover
  • Half Title
  • The McGraw Hill Series in Operations
  • Title
  • Copyright
  • Dedication
  • About the Authors
  • Preface
  • A Note to Instructors
  • Technology
  • Connect
  • Contents in Brief
  • Contents
  • Operations and Supply Chain Management: The Core
  • 1 Introduction to OSCM
  • Strategy, processes, and analytics
  • What is operations and supply chain management?
  • Operations and Supply Chain Processes
  • Differences between Services and Goods
  • The Goods–Services Continuum
  • Product–Service Bundling
  • Efficiency, effectiveness, and value
  • How Does Wall Street Evaluate Efficiency?
  • Careers in operations and supply chain management
  • Chief Operating Officer
  • Historical development of operations and supply chain management
  • Current Issues in Operations and Supply Chain Management
  • Concept Connections
  • Discussion Questions
  • Objective Questions
  • Analytics Exercise: The Supply Chain Improvement Model
  • Practice Exam
  • 2 Strategy and Sustainability
  • AppHarvest
  • A sustainable operations and supply chain strategy
  • What is operations and supply chain strategy?
  • Competitive Dimensions
  • The Notion of Trade-Offs
  • Order Winners and Order Qualifiers: The Marketing–Operations Link
  • Strategies are implemented using operations and supply chain activities—IKEA’s strategy
  • Assessing the risk associated with operations and supply chain strategies
  • Risk Management Framework
  • Productivity measurement
  • Concept Connections
  • Solved Problem
  • Discussion Questions
  • Objective Questions
  • Analytical Exercise: The Carbon Footprint Quiz
  • Practice Exam
  • 3 Forecasting
  • From bean to cup: Starbucks global supply chain challenge
  • Forecasting in operations and supply chain management
  • Quantitative forecasting models
  • Components of Demand
  • Time Series Analysis
  • Simple Moving Average
  • Weighted Moving Average
  • Exponential Smoothing
  • Exponential Smoothing with Trend
  • Linear Regression Analysis
  • Decomposition of a Time Series
  • Forecast Errors
  • Sources of Error
  • Measurement of Error
  • Causal Relationship Forecasting
  • Multiple Regression Analysis
  • Qualitative techniques in forecasting
  • Market Research
  • Panel Consensus
  • Historical Analogy
  • The Delphi Method
  • Web-based forecasting: Collaborative Planning, Forecasting, and Replenishment (CPFR)
  • Concept Connections
  • Solved Problems
  • Discussion Questions
  • Objective Questions
  • Analytics Exercise: Forecasting Supply Chain Demand—Starbucks Corporation
  • Analytical Exercise: Forecasting Demand at Sebastian River Farms
  • Practice Exam
  • 4 Strategic Capacity Management
  • Tesla—Manufacturing capacity for the Model 3
  • Capacity management in operations and supply chain management
  • Capacity Planning Concepts
  • Economies and Diseconomies of Scale
  • Capacity Focus
  • Capacity Flexibility
  • Capacity planning
  • Considerations in Changing Capacity
  • Determining Capacity Requirements
  • Using decision trees to evaluate capacity alternatives
  • Planning service capacity
  • Capacity Planning in Services versus Manufacturing
  • Capacity Utilization and Service Quality
  • Concept Connections
  • Solved Problem
  • Discussion Questions
  • Objective Questions
  • Case: Shouldice Hospital—A Cut Above
  • Practice Exam
  • 4A Learning Curves
  • The learning curve
  • How are learning curves modeled?
  • Learning Curve Tables
  • Concept Connections
  • Solved Problems
  • Discussion Questions
  • Objective Questions
  • Analytical Exercise: Tesla’s Model 3 Learning Curve
  • 5 Projects
  • Starlink: SpaceX’s satellite internet project
  • What is project management?
  • Organizing the Project Team
  • Organizing Project Tasks
  • Managing projects
  • Earned Value Management (EVM)
  • Network-planning models
  • Critical Path Method (CPM)
  • CPM with Three Activity Time Estimates
  • Time–Cost Models and Project Crashing
  • Project management information systems
  • Concept Connections
  • Solved Problems
  • Discussion Questions
  • Objective Questions
  • Analytics Exercise: Product Design Project
  • Practice Exam
  • 6 Manufacturing Processes
  • Electronic vehicle platforms: Many models with similar underpinning
  • Production processes
  • Production process mapping and Little’s law
  • How production processes are organized
  • Designing a Production System
  • Assembly-Line and Continuous Process Layouts
  • Assembly-line design
  • Splitting Tasks
  • Flexible and U-Shaped Line Layouts
  • Concept Connections
  • Solved Problems
  • Discussion Questions
  • Objective Questions
  • Advanced Problem
  • Analytics Exercise: Designing a Manufacturing Process
  • Practice Exam
  • 6A Break-Even Analysis
  • Solved Problems
  • Objective Questions
  • 7 Service Processes
  • NIO–Battery-as-a-Service (BaaS) strategy
  • The nature of services
  • An Operational Classification of Services
  • Designing Service Organizations
  • Structuring the Service Encounter: Service–System Design Matrix
  • Web Platform Businesses
  • Service blueprinting and fail-safing
  • Economics of the waiting line problem
  • The Practical View of Waiting Lines
  • The Queuing System
  • Waiting Lines and Servers
  • Waiting Line Models
  • Computer Simulation of Waiting Lines
  • Concept Connections
  • Solved Problems
  • Discussion Questions
  • Objective Questions
  • Analytics Exercise: Processing Customer Orders
  • Practice Exam
  • 8 Sales and Operations Planning
  • What is sales and operations planning?
  • Overview of Sales and Operations Planning Activities
  • The Aggregate Operations Plan
  • Production Planning Environment
  • Relevant Costs
  • Aggregate planning techniques
  • A Cut-and-Try Example: The JC Company
  • Yield management
  • Operating Yield Management Systems
  • Concept Connections
  • Solved Problem
  • Discussion Questions
  • Objective Questions
  • Analytics Exercise: Developing an Aggregate Plan—Bradford Manufacturing
  • Practice Exam
  • 9 Material Requirements Planning
  • Inside an iPhone
  • Understanding material requirements planning
  • Where MRP Can Be Used
  • Master Production Scheduling
  • Time Fences
  • Material requirements planning system structure
  • Demand for Products
  • Bill-of-Materials
  • Inventory Records
  • The MRP Computer Program
  • An example using MRP
  • Forecasting Demand
  • Developing a Master Production Schedule
  • Bill-of-Materials (Product Structure)
  • Inventory Records
  • Performing the MRP Calculations
  • Lot sizing in MRP systems
  • Lot-for-Lot
  • Economic Order Quantity
  • Least Total Cost
  • Least Unit Cost
  • Choosing the Best Lot Size
  • Concept Connections
  • Solved Problems
  • Discussion Questions
  • Objective Questions
  • Analytics Exercise: An MRP Explosion—Brunswick Motors
  • Practice Exam
  • 10 Quality Management and Six Sigma
  • Disney—An obsession with quality and innovation
  • Total quality management
  • Quality Specifications and Quality Costs
  • ISO 9000 and ISO 14000
  • External Benchmarking for Quality Improvement
  • Six Sigma quality
  • Six Sigma Methodology
  • Analytical Tools for Six Sigma
  • Statistical quality control
  • Understanding and Measuring Process Variation
  • Process Capability
  • Statistical process control procedures
  • Process Control with Attribute Measurements: Using p-Charts
  • Process Control with Attribute Measurements: Using c-Charts
  • Process Control with Variable Measurements: Using X- and R-Charts
  • How to Construct X- and R-Charts
  • Acceptance sampling
  • Design of a Single Sampling Plan for Attributes
  • Operating Characteristic Curves
  • Concept Connections
  • Solved Problems
  • Discussion Questions
  • Objective Questions
  • Analytics Exercise: Quality Management—Tesla
  • Practice Exam
  • 11 Inventory Management
  • Amazon—The master of inventory management
  • Understanding inventory management
  • Definition of Inventory
  • Purposes of Inventory
  • Inventory Costs
  • Independent versus Dependent Demand
  • Inventory systems
  • A Single-Period Inventory Model
  • Multiperiod Inventory Systems
  • Fixed–Order Quantity Models
  • Establishing Safety Stock Levels
  • Fixed–Order Quantity Model with Safety Stock
  • Fixed–Time Period Models
  • Fixed–Time Period Model with Safety Stock
  • Inventory Turn Calculations
  • The Price-Break Model
  • Inventory planning and accuracy
  • ABC Classification
  • Inventory Accuracy and Cycle Counting
  • Concept Connections
  • Solved Problems
  • Discussion Questions
  • Objective Questions
  • Analytics Exercise: Inventory Management at Big10Sweaters.com
  • Analytics Exercise: Inventory Control at Sebastian River Farms
  • Practice Exam
  • 12 Lean Supply Chains
  • Lean manufacturing practices and the Covid-19 pandemic
  • Lean production
  • The Toyota Production System
  • Lean supply chains
  • Value stream mapping
  • Lean supply chain design principles
  • Lean Concepts
  • Lean Production Schedules
  • Lean Supply Chains
  • Lean services
  • Concept Connections
  • Solved Problems
  • Discussion Questions
  • Objective Questions 427
  • Case: Quality Parts Company
  • Case: Value Stream Mapping
  • Case: Pro Fishing Boats—A Value Stream Mapping Exercise 432
  • Practice Exam
  • 13 Global Sourcing and Procurement
  • How the Covid-19 pandemic led to empty shelves
  • Strategic sourcing
  • The Bullwhip Effect
  • Supply Chain Uncertainty Framework
  • Outsourcing
  • Logistics Outsourcing
  • Framework for Supplier Relationships
  • Green Sourcing
  • Total cost of ownership
  • Measuring sourcing performance
  • Concept Connections
  • Discussion Questions
  • Objective Questions
  • Analytics Exercise: Global Sourcing Decisions—Grainger: Reengineering the China/U.S. Supply Chain
  • Practice Exam
  • 14 Location, Logistics, and Distribution
  • FedEx—Speed is hidden in its logo
  • Logistics
  • Decisions related to logistics
  • Transportation Modes
  • Warehouse Design
  • Locating logistics facilities
  • Plant Location Methods
  • Locating Service Facilities
  • Concept Connections
  • Solved Problems
  • Discussion Questions
  • Objective Questions
  • Analytics Exercise: Distribution Center Location
  • Practice Exam
  • Appendices
  • A Linear Programming Using the Excel Solver
  • B Answers to Selected Objective Questions
  • C Present Value Table
  • D Negative Exponential Distribution: Values of e−X
  • E Areas of the Cumulative Standard Normal Distribution
  • Author Index
  • Subject Index