Operations Management: Processes and Supply Chains, Global Edition

Höfundar: Lee J. Krajewski; Manoj K Malhotra (Útgáfa: 14)
Operations Management: Processes and Supply Chains, Global Edition

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Operations Management provides a framework for addressing operational process and supply chain issues, in an easy-to-understand format. Using a systemized approach, the text focuses on real-life practices and issues of current interest. It also lets you experience the role of a manager through hands-on problems, cases and exercises. The 14th Edition shows how businesses can respond when faced with the unexpected, such as the COVID-19 pandemic, Ukraine–Russia war, and inflation, so you’re better prepared in your role as an operations professional.

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Útgefandi
Pearson International Content
ISBN
9781292731667
Print ISBN
9781292462974
Format
ePub
Útgáfa
14
Höfundar
Lee J. Krajewski; Manoj K Malhotra
Tungumál
English
Útgefið
2024-10-21
Prent takmörkun á líftíma
100
Prent takmörkun
2
Afritunar takmörkun
2

Kaflar

  • Cover
  • Cover
  • Digital Resources for Students
  • Front Matter
  • Title Page
  • Copyright Page
  • Dedication
  • Preface
  • Acknowledgments
  • About the Authors
  • 1: Using Operations to Create Value
  • Introduction: Using Operations to Create Value
  • 1.1 Role of Operations in an Organization
  • 1.2 A Process View
  • 1.3 A Supply Chain View
  • 1.4 Trends and Challenges in Operations Management
  • 1.5 Fourth Industrial Revolution (Industry 4.0)
  • 1.6 Developing Skills for Your Career
  • 1.7 End of Chapter: Using Operations to Create Value
  • Supplement A: Decision-Making
  • Introduction: Decision-Making
  • A.1 Break-Even Analysis
  • A.2 Preference Matrix
  • A.3 Decision Theory
  • A.4 Decision Trees
  • A.5 End of Supplement A: Decision-Making
  • Part 1: Managing Processes
  • Part 1: Managing Processes
  • 2: Operations Strategy
  • Introduction: Operations Strategy
  • 2.1 Operations Strategy
  • 2.2 Competitive Priorities
  • 2.3 New Product Development
  • 2.4 Assessing and Managing Performance
  • 2.5 End of Chapter: Operations Strategy
  • 3: Process Strategy and Analysis
  • Introduction: Process Strategy and Analysis
  • 3.1 Process Structure in Services
  • 3.2 Process Structure in Manufacturing
  • 3.3 Process Strategy Decisions
  • 3.4 Strategic Fit
  • 3.5 Strategies for Change
  • 3.6 Defining, Measuring, and Analyzing the Process
  • 3.7 Redesigning and Managing Process Improvements
  • 3.8 End of Chapter: Process Strategy and Analysis
  • 4: Quality and Performance
  • Introduction: Quality and Performance
  • 4.1 Costs of Quality
  • 4.2 Total Quality Management and Six Sigma
  • 4.3 Acceptance Sampling
  • 4.4 Statistical Process Control
  • 4.5 Process Capability
  • 4.6 International Quality Documentation Standards and Awards
  • 4.7 Systems Approach to Total Quality Management
  • 4.8 End of Chapter: Quality and Performance
  • 5: Lean Systems
  • Introduction: Lean Systems
  • 5.1 Continuous Improvement Using a Lean Systems Approach
  • 5.2 Strategic Characteristics of Lean Systems
  • 5.3 Designing Lean System Layouts
  • 5.4 The Kanban System
  • 5.5 Value Stream Mapping
  • 5.6 Operational Benefits and Implementation Issues
  • 5.7 End of Chapter: Lean Systems
  • 6: Capacity Planning
  • Introduction: Capacity Planning
  • 6.1 Planning Long-Term Capacity
  • 6.2 Capacity Timing and Sizing Strategies
  • 6.3 A Systematic Approach to Long-Term Capacity Decisions
  • 6.4 Tools for Capacity Planning
  • 6.5 End of Chapter: Capacity Planning
  • Supplement B: Waiting Lines
  • Introduction: Waiting Lines
  • B.1 Structure of Waiting-Line Problems
  • B.2 Using Waiting-Line Models to Analyze Operations
  • B.3 Waiting Lines and Simulation
  • B.4 Decision Areas for Management
  • B.5 End of Supplement B: Waiting Lines
  • 7: Constraint Management
  • Introduction: Constraint Management
  • 7.1 The Theory of Constraints
  • 7.2 Managing Bottlenecks in Service Processes
  • 7.3 Managing Bottlenecks in Manufacturing Processes
  • 7.4 Applying the Theory of Constraints to Product Mix Decisions
  • 7.5 Managing Constraints in Line Processes
  • 7.6 End of Chapter: Constraint Management
  • 8: Project Management
  • Introduction: Project Management
  • 8.1 Defining and Organizing Projects
  • 8.2 Constructing Project Networks
  • 8.3 Developing the Project Schedule
  • 8.4 Analyzing Cost–Time Trade-Offs
  • 8.5 Assessing and Analyzing Risks
  • 8.6 Monitoring and Controlling Projects
  • 8.7 End of Chapter: Project Management
  • Part 2: Managing Customer Demand
  • Part 2: Managing Customer Demand
  • 9: Forecasting
  • Introduction: Forecasting
  • 9.1 Managing Demand
  • 9.2 Key Decisions on Making Forecasts
  • 9.3 Forecast Error
  • 9.4 Judgment Methods
  • 9.5 Causal Methods: Linear Regression
  • 9.6 Time-Series Methods
  • 9.7 Big Data and Artificial Intelligence
  • 9.8 End of Chapter: Forecasting
  • 10: Inventory Management
  • Introduction: Inventory Management
  • 10.1 Inventory Trade-Offs
  • 10.2 Types of Inventory
  • 10.3 Inventory Reduction Tactics
  • 10.4 ABC Analysis
  • 10.5 Economic Order Quantity
  • 10.6 Continuous Review System
  • 10.7 Periodic Review System
  • 10.8 Ethics in Inventory Management
  • 10.9 End of Chapter: Inventory Management
  • Supplement C: Special Inventory Models
  • Introduction: Special Inventory Models
  • C.1 Noninstantaneous Replenishment
  • C.2 Quantity Discounts
  • C.3 One-Period Decisions
  • C.4 End of Supplement C: Special Inventory Models
  • 11: Operations Planning and Scheduling
  • Introduction: Operations Planning and Scheduling
  • 11.1 Levels in Operations Planning and Scheduling
  • 11.2 S&OP Supply Options
  • 11.3 S&OP Strategies
  • 11.4 Spreadsheets for Sales and Operations Planning
  • 11.5 Scheduling
  • 11.6 End of Chapter: Operations Planning and Scheduling
  • Supplement D: Linear Programming
  • Introduction: Characteristics of Linear Programming Models
  • D.1 Characteristics of Linear Programming Models
  • D.2 Formulating a Linear Programming Model
  • D.3 Graphic Analysis
  • D.4 Computer Analysis
  • D.5 The Transportation Method
  • D.6 End of Supplement D: Linear Programming
  • 12: Resource Planning
  • Introduction: Resource Planning
  • 12.1 Material Requirements Planning
  • 12.2 Master Production Scheduling
  • 12.3 MRP Explosion
  • 12.4 Enterprise Resource Planning
  • 12.5 Resource Planning for Service Providers
  • 12.6 End of Chapter: Resource Planning
  • Part 3: Managing Supply Chains
  • Part 3: Managing Supply Chains
  • 13: Supply Chain Management
  • Introduction: Supply Chain Management
  • 13.1 Creating an Effective Supply Chain
  • 13.2 Managing the Supply Base
  • 13.3 Fulfilling Customer Orders
  • 13.4 Managing the Customer Interface
  • 13.5 End of Chapter: Supply Chain Management
  • 14: Supply Chain Design
  • Introduction: Supply Chain Design
  • 14.1 Measuring Supply Chain Performance
  • 14.2 Strategic Options for Supply Chain Design
  • 14.3 Customer-Centric Supply Chain Strategies
  • 14.4 Outsourcing Processes
  • 14.5 Supply Chain Disruptions
  • 14.6 Reducing Supply Chain Risk
  • 14.7 Technology and Supply Chain Integration
  • 14.8 End of Chapter: Supply Chain Design
  • 15: Logistics Management
  • Introduction: Logistics Management
  • 15.1 Factors Affecting Location Decisions
  • 15.2 Facility Location Methods
  • 15.3 Logistic Network Strategies
  • 15.4 Sustainability in Logistics Management
  • 15.5 A Systematic Location Selection Process
  • 15.6 End of Chapter: Logistics Management
  • Supplement E: Simulation
  • Introduction: Simulation
  • E.1 Reasons for Using Simulation Models
  • E.2 The Monte Carlo Simulation Process
  • E.3 Simulation with Excel Spreadsheets
  • E.4 Simulation with SimQuick Software
  • E.5 End of Supplement E: Simulation
  • Supplement F: Financial Analysis
  • Introduction: Financial Analysis
  • F.1 Time Value of Money
  • F.2 Methods of Financial Analysis
  • F.3 Using Judgment with Financial Analysis
  • F.4 End of Supplement F: Financial Analysis
  • Supplement G: Acceptance Sampling Plans
  • Introduction: Acceptance Sampling Plans
  • G.1 Acceptance Sampling Quality and Risk Decisions
  • G.2 Sampling Plans
  • G.3 Operating Characteristic Curves
  • G.4 Selecting a Single-Sampling Plan
  • G.5 Average Outgoing Quality
  • G.6 End of Supplement G: Acceptance Sampling Plans
  • Supplement H: Measuring Output Rates
  • Introduction: Measuring Output Rates
  • H.1 Work Standards
  • H.2 Time Study Method
  • H.3 Elemental Standard Data Method
  • H.4 Predetermined Data Method
  • H.5 Work Sampling Method
  • H.6 Managerial Considerations in Work Measurement
  • H.7 End of Supplement H: Measuring Output Rates
  • Supplement I: Learning Curve Analysis
  • Introduction: Learning Curve Analysis
  • I.1 The Learning Curve Concept
  • I.2 Developing Learning Curves
  • I.3 Using Learning Curves
  • I.4 Managerial Considerations in the Use of Learning Curves
  • I.5 End of Supplement I: Learning Curve Analysis
  • Supplement J: Operations Scheduling
  • Introduction: Operations Scheduling
  • J.1 Performance Measures for Scheduling Processes
  • J.2 Job Shop Scheduling
  • J.3 Flow Shop Scheduling
  • J.4 Labor-Limited Environments
  • J.5 End of Supplement J: Operations Scheduling
  • Supplement K: Layout
  • Introduction: Layout
  • K.1 Step 1: Gather Information
  • K.2 Step 2: Develop a Block Plan
  • K.3 Step 3: Design a Detailed Layout
  • K.4 End of Supplement K: Layout
  • Mathematical Key Terms
  • Mathematical Key Terms
  • Glossary