Operations management/ (Record no. 176331)
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| 000 -LEADER | |
|---|---|
| fixed length control field | 00334nam a2200133Ia 4500 |
| 020 ## - INTERNATIONAL STANDARD BOOK NUMBER | |
| International Standard Book Number | 9780536474407 |
| 040 ## - CATALOGING SOURCE | |
| Transcribing agency | CUS |
| 082 ## - DEWEY DECIMAL CLASSIFICATION NUMBER | |
| Classification number | 658.5 |
| Item number | KRA/O |
| 100 ## - MAIN ENTRY--PERSONAL NAME | |
| Personal name | Krajewski,Lee |
| 245 #0 - TITLE STATEMENT | |
| Title | Operations management/ |
| Statement of responsibility, etc. | Lee Krajewski |
| 260 ## - PUBLICATION, DISTRIBUTION, ETC. (IMPRINT) | |
| Place of publication, distribution, etc. | New Jersey: |
| Name of publisher, distributor, etc. | Pearson pub., |
| Date of publication, distribution, etc. | 2007. |
| 300 ## - PHYSICAL DESCRIPTION | |
| Extent | 728 p. |
| 505 ## - FORMATTED CONTENTS NOTE | |
| Formatted contents note | <br/>CHAPTER 1 Operations As a Competitive<br/>FedEx 3<br/>Weapon 3<br/>Operations Management Across the Organization 4<br/>A Process View 5<br/>How Processes Work 5<br/>Nested Processes 6<br/>Customer-Supplier Relationships 7<br/>Service<br/>and Manufacturing Processes 7<br/>Adding Value: The Value Chain 8<br/>Core Processes 9<br/>Support Processes 10<br/>Adding Value with Processes 10<br/>Operations Management As a Set of Decisions 10<br/>Managerial Practice 1.1<br/>Operational Innovation Is a Competitive Weapon at<br/>Progressive insurance 11<br/>Decis/on-Mafe;ng Tools 12<br/>Supporting the Firm's Goals 12<br/>Trends in Operations Management 12<br/>Productivity Improvement 13<br/>Global Competition 14<br/>Rapid Technological Change 15<br/>Ethical, Workforce Diversity, and Environmental<br/>Issues 16<br/>Addressing the Challenges in Operations<br/>Management 17<br/>Managerial Practice 1.2<br/>High-Tech Operations Help Recycle High-Tech<br/>Equipment 17<br/>Part 1: Using Operations to Compete 17<br/>Part 2; Managing Processes 18<br/>Part 3: Managing Value Chains<br/>Student CD-ROM<br/>and Internet Resources 18<br/>Key Equation 18<br/>Managerial Challenge<br/>Operations Asa Competitive Weapon at Starwood 19<br/>Key Terms 19<br/>Solved Problems 20 //<br/>Discussion Questions 20<br/>Problems 21<br/>Active Model Exercise 22<br/>Case Chad's Creative Concepts 23<br/>Selected References 24<br/>CHAPTER 3 Project Management 69<br/>Bechtel Group, Inc. 69<br/>Project Management Across The Organization 70<br/>contents xi<br/>L/smg Projects to Implement Operations Strategy 71<br/>Cross-Functional Interaction 71<br/>Defining and Organizing Projects 72<br/>Defining the Scope and Objectives Of a Project 72<br/>Select/ng the Project Manager and Team 72<br/>Organizational Structure 73<br/>Managerial Practice 3.1<br/>Virtual Global Teaming at Baxter International 74<br/>Planning Projects 75<br/>Defining the Work Breakdown Structure 75<br/>Diagramming the Network 76<br/>Developing the Schedule 78<br/>Analyzing Cost-Time Trade-Offs 84<br/>Managerial Challenge<br/>Project Management at the Phoenician 85<br/>Assessing Risks 91<br/>Managerial Practice 3.2<br/>Boston's Big Dig Project Poses Many Challenges 92<br/>Critical Chain 97<br/>Resource-Related Problems 97<br/>The Critical Chain Approach 98<br/>Monitoring and Controlling Projects 98<br/>Monitoring Project Status 98<br/>Monitoring Project Resources 99<br/>Controlling Projects 100<br/>Student CD-ROM and Internet Resources 101<br/>Key Equations 101<br/>Key Terms 102<br/>Solved Problems 102<br/>Discussion Questions 106<br/>Problems 106<br/>Active Model Exercise 113<br/>Case The Pert Studebaker 115 ' " "<br/>Selected References 117<br/>PART II Managing Processes 118<br/>CHAPTER 4 Process Strategy 119<br/>Duke Power 119<br/>ProcessStrategy Across the Organization 120<br/>Process Strategy 121<br/>Major Process Decisions 121<br/>Process Stojcture in Sen/ices 122<br/>Nature of Sen/ice Processes: Customer Contact 122<br/>Customer-Contact Matrix 125<br/>Sen/ice Process Structuring 126<br/>Embedding Strategy into Service Processes 127<br/>CONTENTS<br/>IVIanageriai Practice 4.1<br/>'Processes in the Front and Back Office •<br/>at the Ritz-Carlton 128<br/>Process Structure in Manufacturing 128<br/>Product-Process Matrix 129<br/>Manufacturing Process Structuring 129<br/>Production and Inventory Strategies 131<br/>Embedding Strategy into Manufacturing<br/>Processes 132<br/>Customer Involvement 133<br/>Possible Disadvantages 133<br/>Possible<br/>Advantages 134<br/>Resource Flexibility 134<br/>Workforce 135<br/>Equipment 135<br/>Capital Intensity 136<br/>Automating Manufacturing Processes 136<br/>Automating Service Processes 137<br/>Managerial Practice 4.2<br/>Flexible Automation at R.R. Donnelley 137<br/>Economies ofScope 138<br/>Strategic Fit 138<br/>Decision Patterns for Service Processes 139<br/>Decision Patterns for Manufacturing Processes 139<br/>Gaining Focus 140<br/>Strategies for<br/>Change 141<br/>Process Reengineering 141<br/>Process<br/>Improvement 142<br/>Student CD-ROM and Internet Resources 142<br/>Key Terms 143<br/>Discussion Questions 143<br/>Problems 143<br/>Case Custom Molds, Inc. 145<br/>Selected References 148<br/>CHAPTER 5 Process Analysis 151<br/>Omgeo 151<br/>Process Analysis Across the Organization 153<br/>A Systematic Approach 153<br/>Step 1: Identify Opportunities 153<br/>Step 2: Define the Scope 154<br/>Step 3: Document the Process 154<br/>Step 4: Evaluate Performance 154<br/>Step 5: Redesign the Process 155<br/>Step 6: Implement Changes 155<br/>Documenting the Process 155<br/>Flowcharts 155<br/>Managerial Pra^ice 5.1<br/>Evaluating Performance at McDonald's 156<br/>Serv/ce Blueprints 158<br/>Process Charts 159<br/>Evaluating Performance 161<br/>Data Analysis Tools 161<br/>Managerial Challenge<br/>Process Analysis at Stanwood 162<br/>Data Snooping 166<br/>Simulation 168<br/>Redesigning the Process 169<br/>Generating Ideas: Questioning and<br/>Brainstorming 169<br/>Managerial Practice 5.2<br/>Redesigning Processesat Baptist Memorial Hospital 170<br/>Benchmarking 171<br/>Managing Processes 172<br/>Student CD-ROM and Internet Resources 173<br/>Key Terms 173<br/>Solved Problems_173<br/>Discussion Questions 176<br/>Problems 177<br/>Active Model Exercfse 183<br/>Case Jose's Authentic Mexican Restaurant 184<br/>Selected References 185<br/>SUPPLEMENT B Simulation 187<br/>Reasons for Using Simulation 188<br/>The Simulation Process 188<br/>Data Collection 188<br/>Random-Number Assignment 190<br/>Model Formulation 191<br/>Analysis 192<br/>Computer Simulation 193<br/>Simulation w/'th Excel Spreadsheets 193<br/>Simulation with More Advanced Software 196<br/>Student CD-ROM and Internet Resources 198<br/>Key Terms 193<br/>Solved Problem 198<br/>Problems 199<br/>Selected References 203<br/>CHAPTER 6 Process Performance<br/>and Quality 205<br/>Crowne Plaza Christchurch 205<br/>Process Performance and Quality Across the<br/>Organization 206<br/>Costs of Poor Process Performance and Quality 206<br/>Prev(snt/on Costs 207<br/>Appraisal Costs 207<br/>Internal Failure Costs 207<br/>External Failure Costs 207<br/>Total Quality Management 208<br/>Customer Sat/sfact/on 208<br/>Emp/oyee'/nvo/vement 270<br/>Cont/nuous Improvement 211<br/>Statistical Process Control 213<br/>Variation of Outputs 213<br/>Managerial Practice 6.1<br/>TQM and SPC Help ADM Cocoa Maintain a Sweet<br/>Business 214<br/>Managerial Practice 6.2<br/>Quality Measures in the Health Care Industry 215<br/>Control Charts 218<br/>Statistical Process Control Methods 220<br/>Control Charts for Variables 220<br/>Control Charts for Attributes 224<br/>Process Capability 227<br/>Defining Process Capability 227<br/>Using Continuous Improvement to Determine the<br/>Capability ofa Process 229<br/>Quality Engineering 230<br/>Six Sigma 230<br/>Managerial Practice 6.3<br/>Applying the Six-Sigma Process at Scottsdale<br/>Healthcare's Osborn Hospital 232<br/>Six Sigma Improvement Model 233<br/>Implementation 233<br/>International Quality Documentation Standards 234<br/>The /SO 9000 Documentation Standards 234<br/>ISO 14000: AnEnvironmental Management<br/>System 234<br/>Managerial Challenge<br/>Process Performance and Quality at Starwood 235<br/>Benefits of/SO Cert/ficat/on 236<br/>Malcolm Baldrige National Quality Award 236<br/>Student CD-ROM and Internet Resources 237<br/>Key Equat/'ons 237<br/>Key Terms 237<br/>Solved Problems 238<br/>Discussion Questions 240<br/>Problems 240<br/>Active Model Exercise 248<br/>Experiential Learning Statistical Process Control<br/>with a Coin<br/>Catapult 249<br/>Selected References 251<br/>CHAPTER 9 Lean Systems 347<br/>Toyota Production System 347<br/>Lean Systems Across the Organization 349<br/>Characteristics of Lean Systems for Services and<br/>Manufacturing 349<br/>Pu// /Wethod of Work Flow 349<br/>Qua//ty at the Source 350<br/>Small Lot Sizes 350<br/>Uniform Workstation Loads 351<br/>Standardized Components and Work<br/>Methods 351<br/>Close Supplier Ties 352<br/>Flexible Workforce 352<br/>Line Flows 353<br/>Automation 353<br/>Five S 353<br/>Preventive Maintenance 354<br/>Continuous Improverrient Using a Lean Systems<br/>Approach 354<br/>Managerial Practice 9.1<br/>Lean Systems at New Balance Athletic Shoe<br/>Company 355<br/>The Kanban System 356<br/>Genera/ Operating Rules 357<br/>Determining the Number of Containers 357<br/>Other Kanbah Signals 359<br/>Managerial Practice 9.2<br/>CONTENTS<br/>Lean Systems at University of Pittsburgh Medical Center<br/>Shadyside 359<br/>Value Stream Mapping 360<br/>JIT II 362<br/>Operational Benefits and Implementation Issues 362<br/>Organizational Considerations 362<br/>Managerial Practice 9.3<br/>Implementing Manufacturing Principles at Cessna 363<br/>Process Considerations 364<br/>Inventoryand Scheduling 364<br/>Student CD-ROM and Internet Resources 365<br/>Key Equation 365<br/>Key Terms 365<br/>Solved Problem 365<br/>Discussion Questions 366<br/>Problems 366 y>.<br/>Case Copper Kettje Catering 368 \\<br/>Selected References 369 V<br/>xiv CONTENTS<br/>PART III Managing Value Chains 370<br/>CHAPTER,10 Supply Chain Strategy 371<br/>Dell Inc. 371<br/>Supply Chain Strategy Across the Organization 372<br/>SupplyChainsfor Services and Manufacturing 373<br/>Services 373<br/>Manufacturing 374<br/>Managerial Practice 10.1<br/>Supply Chain Excellence at 7-Eleven Japan 375<br/>Measures of Supply Chain Performance 376<br/>Inventory Measures 376<br/>Process Measures 379<br/>Links to Financial Measures 379<br/>Supply Chain Dynamics 380<br/>External Causes 381<br/>Internal Causes 382<br/>Integrated Supply Chains 383<br/>The Customer Relationship Process 383<br/>E-Commerce and the Marketing Process 383<br/>E-Commerce and the Order Placement Process 384<br/>The Order Fulfillment Process 385<br/>Inventory Placement 386<br/>Vendor-Managed Inventories 386<br/>Continuous Replenishment Program 387<br/>Radio Frequency Identification 387<br/>Distribution Processes 387<br/>Managerial Practice 10.2<br/>Continuous Replenishment at the Campbell Soup<br/>Company 388<br/>Supplier Relationship Process 389<br/>Supplier Selection and Certification 390<br/>Supp//er Relations 390<br/>Electronic Purchasing 391<br/>Centralized Versus Localized Buying 392<br/>ValueAnalysis 393<br/>Supply Chain Strategies 393<br/>Strategic Focus 393<br/>Managerial Challenge<br/>Supply Chain Strategy at Starwood 394<br/>Managerial Practice 10.3<br/>AResponsive Supply Chain Helps a European Clothing<br/>Retailer DelightCustomers 396<br/>Mass Customization 397<br/>Managerial Practice 10.4<br/>MassCustomization at Lands' End 399<br/>Lean Supply Chains 400<br/>Outsourcing and Offshoring 401<br/>Virtual Supply Chains 403<br/>Managerial Practice 10.5<br/>HCL Corporation Provides Service Processes in Virtual<br/>Value Chains 405<br/>Student CD-ROM and fnternet Resources 406<br/>Key Equatfons 406<br/>Key Terms 406<br/>Solved Problem 406<br/>Discussion Questions 407<br/>Problems 408<br/>Experiential Learning Sonic Distnbutors 410<br/>Case 1 Wolf Motors 412<br/>Case 2 Brunsw/ck D/str/but/'on, Inc. 412<br/>Selected References 417<br/>CHAPTER 12 Inventory Management 461<br/>Inventory Management at W/al-Mart 461<br/>Inventory Management Across<br/>the Organization A62<br/>Inventory Basics 463<br/>Pressures for Low Inventories 463<br/>Pressures for High Inventories 464<br/>Types of Inventory 465<br/>Inventory Reduction Tactics 466<br/>Managerial Practice 12.1<br/>Improving Customer Service Through Inventory<br/>ManagementatAmazon.com 467<br/>Placement ofInventories 468<br/>identifying Critical Inventory Items with ABC<br/>Analysis 469<br/>Economic Order Quantity 470<br/>Ca/culating<br/>the EOQ 477<br/>Understanding the Effectof Changes 474<br/>EOQ and Lean Systems 475<br/>Inventory Control Systems 475<br/>Continuous Review System 475<br/>Periodic Review System 484<br/>Managerial Practice 12.2<br/>Implementing a Periodic Review Inventory System at<br/>Hewlett-Packard 486<br/>Comparative Advantages ofthe G and P<br/>Systems 488<br/>Hybrid Systems 489<br/>Inventory Record Accuracy 489<br/>\ Student CD-ROM and Internet Resources 489<br/>Key Equations 490<br/>KeyTefms 490<br/>Solved Problems 490<br/>CONTENTS<br/>D/scuss/on Questfons 496<br/>Problems 496<br/>Active Model Exercise 501<br/>Experiential Learning Swift Electronic<br/>5upply„tnc. 502<br/>Case Parts Emporium 504<br/>Selected References 506<br/>SUPPLEMENT D Special Inventory Models 507<br/>Noninstantaneous Replenishment 508<br/>Quantity Discounts 510<br/>One-Period Designs 512<br/>Student CD-ROM and Internet Resources 515<br/>Key Equations 515<br/>Key Term 515<br/>Solved Problems 515<br/>Problems 517<br/>Selected References 519<br/>CHAPTER 15 Resource Planning 623<br/>Starwood 623<br/>Resource Planning Acrossthe Organization 624<br/>Enterprise Resource Planning 624<br/>What an ERPSystem<br/>Does 624<br/>How ERPSystems Are<br/>Designed 625<br/>Planning<br/>and Controlling Systems for Manufacturers 626<br/>Dependent Demand 626<br/>Managerial Practice 15.1<br/>ERP at VFCorporation 627<br/>Possible Planning and Control Systems 628<br/>Material Requirements Planning 629<br/>6j7/of Materials 629<br/>Master Production Scheduling 630<br/>Inventory Record 636<br/>Planning Factors 639<br/>Outputs from MRP 642<br/>MRP and the Environment 645<br/>Drum-Butfer-Rope System 646<br/>Resource Planning for Service Providers 647<br/>Dependent Demand for Services 647<br/>Managerial Practice 15.2<br/>The Drum-Buffer-Rope System at a U.S. Marine Corps<br/>Maintenance Center 648<br/>6/71of Resources 649<br/>Student CD-ROM and Internet Resources 650<br/>Key Terms 650<br/>So/ved Prob/ems 65? ^<br/>D/scuss/on Questions 655<br/> |
| 942 ## - ADDED ENTRY ELEMENTS (KOHA) | |
| Koha item type | General Books |
| Withdrawn status | Lost status | Damaged status | Not for loan | Home library | Current library | Shelving location | Date acquired | Full call number | Accession number | Date last seen | Koha item type |
|---|---|---|---|---|---|---|---|---|---|---|---|
| Central Library, Sikkim University | Central Library, Sikkim University | General Book Section | 29/08/2016 | 658.5 KRA/O | P31331 | 29/08/2016 | General Books |