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Operations management strategy and analysis
Author: Krajewski, Lee J.
Publisher: Prentice Hall, 2002
ISBN: 0201615452
Table of Contents
| Operations as a Competitive Weapon | ||
| What Is a Process? What Is Operations Management? Manufacturing and Services: Differences and Similarities | ||
| Managerial Practice | ||
| Manufacturers Do Not Just Offer Products | ||
| Trends in Operations Management | ||
| Operations Management Across the Organization | ||
| Managerial Practice | ||
| Meeting the Competitive Challenge | ||
| Case: Chad''s Creative Concepts | ||
| Strategic Choices | ||
| Operations Strategy | ||
| Corporate Strategy | ||
| Market Analysis | ||
| Competitive Priorities | ||
| Managerial Practice | ||
| Using Operations for Profit at Costco | ||
| Managerial Practice | ||
| High-Performance Design in the Clothing Industry | ||
| Managerial Practice | ||
| Marshfield Door Systems Uses E-Commerce to Make Door Customization Profitable | ||
| Services Strategy | ||
| Manufacturing Strategies | ||
| Mass Customization | ||
| Operations Strategy as a Pattern of Decisions | ||
| Touring a Service Facility: Lower Florida Keys Health System | ||
| The Big Picture: Layout and Customer Flow at LFKHS | ||
| Touring a Manufacturing Facility: Chaparral Steel | ||
| The Big Picture: Bar Mill Process at Chaparral Steel | ||
| Differences between LFKHS and Chaparral Steel | ||
| Operations Strategy Across the Organization | ||
| Case: BSB, Inc.: The Pizza Wars Come to Campus | ||
| Experiential Learning: Min-Yo Garment Company | ||
| Supplement A: Decision Making | ||
| Process | ||
| Process Management | ||
| What Is Process Management? Managerial Practice | ||
| Changing the Product Design Process a Netscape | ||
| Major Process Decisions | ||
| The Big Picture: Process Choice at King Soopers Bakery | ||
| Managerial Practice | ||
| Choosing the Right Amount of Vertical Integration | ||
| Designing Processes | ||
| Managerial Practice | ||
| Benchmarking to Improve Marketing Processes | ||
| Process Management Across the Organization | ||
| Managerial Practice | ||
| Process Improvement at Work | ||
| Simulation Exercise | ||
| Case: Custom Molds, Inc | ||
| Managing Project Processes | ||
| Defining and Organizing Projects | ||
| Planning Projects | ||
| Managerial Practice | ||
| Project Delays are Costly for Amtrak and Its Suppliers | ||
| The Big Picture: Coors Field Baseball Stadium Project | ||
| Monitoring and Controlling Projects | ||
| Managing Project Processes Across the Organization | ||
| Simulation Exercises | ||
| Case: The Pert Studebaker | ||
| Managing Technology | ||
| The Meaning and Role of Technology | ||
| Managerial Practice | ||
| Product, Process, and Information Technologies at the New York Stock Exchange | ||
| Information Technology | ||
| E-Commerce | ||
| Managerial Practice | ||
| Web-Based Financial Services With Clicks and Mortar | ||
| Managerial Practice | ||
| Internet Builder Cisco Uses Internet to Buy, Sell, and Hire | ||
| Enterprise Resource Planning | ||
| Managerial Practice | ||
| Implementing ERP at ATOFINA Chemicals, Inc | ||
| Creating and Applying Technology | ||
| Technology Strategy | ||
| Managerial Practice | ||
| Technological Choice and the Environment | ||
| Implementation Guidelines | ||
| Managing Technology Across the Organization | ||
| Supplement B: Computer-Integrated Manufacturing | ||
| Quality | ||
| Total Quality Management | ||
| Quality: A Management Philosophy | ||
| The Costs of Poor Quality | ||
| Managerial Practice | ||
| Measures of Quality in Medical Care are Difficult to Quantify | ||
| Employee Involvement | ||
| Continuous Improvement | ||
| Improving Quality Through TQM | ||
| Managerial Practice | ||
| TQM and Concurrent Engineering at Teradyne | ||
| Malcolm Baldrige National Quality Award | ||
| International Quality Documentation | ||
| Tqm Across the Organization | ||
| Case: Cranston Nissan | ||
| Case: Jose''s Authentic Mexican Restaurant | ||
| Statistical Process Control | ||
| Sources of Variation | ||
| The Inspection Process | ||
| Managerial Practice | ||
| Quality Measures in Health Care | ||
| Statistical Process Control Methods | ||
| Process Capability | ||
| Managerial Practice | ||
| Process Capability Study at Ross Products | ||
| Statistical Process Control Across the Organization | ||
| Simulation Exercises | ||
| Experiential Learning: Statistical Process Control with a Coin Catapult | ||
| Capacity, Location, and Layout | ||
| Capacity | ||
| Capacity Planning | ||
| Managerial Practice | ||
| The Agony of Too Much-and Too Little Capacity | ||
| Managerial Practice | ||
| Use of the Theory of Constraints at Dixie Iron Works | ||
| Managerial Practice | ||
| Economies of Scale at Work | ||
| A Systematic Approach to Capacity Decisions | ||
| Tools for Capacity Planning | ||
| Managing Capacity Across the Organization | ||
| Simulation Exercises | ||
| Case: Fitness Plus, Part A | ||
| Supplement C: Waiting Lines | ||
| Supplement D: Simulation | ||
| Location | ||
| The Globalization and Geographic Dispersion of Operations | ||
| Managerial Practice | ||
| Managerial Challenges at the Radisson Slavjanskaya | ||
| Factors Affecting Location Decisions | ||
| Managerial Practice | ||
| Location Factors for Call Centers | ||
| Managerial Practice | ||
| Marble Baths vs | ||
| Barbecue for Casino Locations | ||
| Locating a Single Facility | ||
| Locating a Facility Within a Network of Facilities | ||
| Managing Location Across the Organization | ||
| Case: Imaginative Toys | ||
| Layout | ||
| What Is Layout Planning? Strategic Issues | ||
| Managerial Practice | ||
| Retailers Match Layouts to Strategies | ||
| Creating Hybrid Layouts | ||
| Designing Process Layouts | ||
| Managerial Practice | ||
| Warehouse Layouts and E-Commerce | ||
| Managerial Practice | ||
| Telecommuting at Pacific Bell | ||
| Designing Product Layouts | ||
| Managing Layout Across the Organization | ||
| Case: Hightec, Inc | ||
| Case: The Pizza Connection | ||
| Operations Decisions | ||
| Supply-Chain Management | ||
| Overview of Supply-Chain Management | ||
| Managerial Practice | ||
| Supply-Chain Management at Arizona Public Service | ||
| Managing the Customer Interface | ||
| Managerial Practice | ||
| Behavioral Considerations in Designing the Order-Placement Process at Mercury Managerial Practice | ||
| Managerial Practice | ||
| Continuous Replenishment at the Campbell Soup Company | ||
| Managing the Supplier Interface | ||
| Managerial Practice | ||
| E-Purchasing At SairGroup | ||
| Measures of Supply-Chain Performance | ||
| Supply-Chain Links to Operations Strategy | ||
| Managerial Practice | ||
| Improving Efficient Supply Chains Through Modularization | ||
| Supply-Chain Dynamics | ||
| Supply-Chain Software | ||
| Supply-Chain Management Across the Organization | ||
| Simulation Exercises | ||
| Case: Wolf Motors | ||
| Experiential Learning: Sonic Distributors | ||
| Forecasting | ||
| Demand Characteristics | ||
| Designing the Forecasting System | ||
| Managerial Practice | ||
| Wal-Mart Uses the Internet to Improve Forecast Performance | ||
| Judgment Methods | ||
| Causal Methods: Linear Regression | ||
| Time-Series Methods | ||
| Choosing a Time-Series Method | ||
| Using Multiple Techniques | ||
| Forecasting Across the Organization | ||
| Case: Yankee Fork and Hoe Company | ||
| Inventory Management |