1Operations as a Competitive WeaponWhat Is a Process? What Is Operations Management? Manufacturing and Services: Differences and SimilaritiesManagerial Practice1.1Manufacturers Do Not Just Offer ProductsTrends in Operations ManagementOperations Management Across the OrganizationManagerial Practice1.2Meeting the Competitive ChallengeCase: Chad''s Creative ConceptsIStrategic Choices2Operations StrategyCorporate StrategyMarket AnalysisCompetitive PrioritiesManagerial Practice2.1Using Operations for Profit at CostcoManagerial Practice2.2High-Performance Design in the Clothing IndustryManagerial Practice2.3Marshfield Door Systems Uses E-Commerce to Make Door Customization ProfitableServices StrategyManufacturing StrategiesMass CustomizationOperations Strategy as a Pattern of DecisionsTouring a Service Facility: Lower Florida Keys Health SystemThe Big Picture: Layout and Customer Flow at LFKHSTouring a Manufacturing Facility: Chaparral SteelThe Big Picture: Bar Mill Process at Chaparral SteelDifferences between LFKHS and Chaparral SteelOperations Strategy Across the OrganizationCase: BSB, Inc.: The Pizza Wars Come to CampusExperiential Learning: Min-Yo Garment CompanySupplement A: Decision MakingIIProcess3Process ManagementWhat Is Process Management? Managerial Practice3.1Changing the Product Design Process a NetscapeMajor Process DecisionsThe Big Picture: Process Choice at King Soopers BakeryManagerial Practice3.2Choosing the Right Amount of Vertical IntegrationDesigning ProcessesManagerial Practice3.3Benchmarking to Improve Marketing ProcessesProcess Management Across the OrganizationManagerial Practice3.4Process Improvement at WorkSimulation ExerciseCase: Custom Molds, Inc4Managing Project ProcessesDefining and Organizing ProjectsPlanning ProjectsManagerial Practice4.1Project Delays are Costly for Amtrak and Its SuppliersThe Big Picture: Coors Field Baseball Stadium ProjectMonitoring and Controlling ProjectsManaging Project Processes Across the OrganizationSimulation ExercisesCase: The Pert Studebaker5Managing TechnologyThe Meaning and Role of TechnologyManagerial Practice5.1Product, Process, and Information Technologies at the New York Stock ExchangeInformation TechnologyE-CommerceManagerial Practice5.2Web-Based Financial Services With Clicks and MortarManagerial Practice5.3Internet Builder Cisco Uses Internet to Buy, Sell, and HireEnterprise Resource PlanningManagerial Practice5.4Implementing ERP at ATOFINA Chemicals, IncCreating and Applying TechnologyTechnology StrategyManagerial Practice5.5Technological Choice and the EnvironmentImplementation GuidelinesManaging Technology Across the OrganizationSupplement B: Computer-Integrated ManufacturingIIIQuality6Total Quality ManagementQuality: A Management PhilosophyThe Costs of Poor QualityManagerial Practice6.1Measures of Quality in Medical Care are Difficult to QuantifyEmployee InvolvementContinuous ImprovementImproving Quality Through TQMManagerial Practice6.2TQM and Concurrent Engineering at TeradyneMalcolm Baldrige National Quality AwardInternational Quality DocumentationTqm Across the OrganizationCase: Cranston NissanCase: Jose''s Authentic Mexican Restaurant7Statistical Process ControlSources of VariationThe Inspection ProcessManagerial Practice7.1Quality Measures in Health CareStatistical Process Control MethodsProcess CapabilityManagerial Practice7.2Process Capability Study at Ross ProductsStatistical Process Control Across the OrganizationSimulation ExercisesExperiential Learning: Statistical Process Control with a Coin CatapultIVCapacity, Location, and Layout8CapacityCapacity PlanningManagerial Practice8.1The Agony of Too Much-and Too Little CapacityManagerial Practice8.2Use of the Theory of Constraints at Dixie Iron WorksManagerial Practice8.3Economies of Scale at WorkA Systematic Approach to Capacity DecisionsTools for Capacity PlanningManaging Capacity Across the OrganizationSimulation ExercisesCase: Fitness Plus, Part ASupplement C: Waiting LinesSupplement D: Simulation9LocationThe Globalization and Geographic Dispersion of OperationsManagerial Practice9.1Managerial Challenges at the Radisson SlavjanskayaFactors Affecting Location DecisionsManagerial Practice9.2Location Factors for Call CentersManagerial Practice9.3Marble Baths vsBarbecue for Casino LocationsLocating a Single FacilityLocating a Facility Within a Network of FacilitiesManaging Location Across the OrganizationCase: Imaginative Toys10LayoutWhat Is Layout Planning? Strategic IssuesManagerial Practice10.1Retailers Match Layouts to StrategiesCreating Hybrid LayoutsDesigning Process LayoutsManagerial Practice10.2Warehouse Layouts and E-CommerceManagerial Practice10.3Telecommuting at Pacific BellDesigning Product LayoutsManaging Layout Across the OrganizationCase: Hightec, IncCase: The Pizza ConnectionVOperations Decisions11Supply-Chain ManagementOverview of Supply-Chain ManagementManagerial Practice11.1Supply-Chain Management at Arizona Public ServiceManaging the Customer InterfaceManagerial Practice11.2Behavioral Considerations in Designing the Order-Placement Process at Mercury Managerial PracticeManagerial Practice11.3Continuous Replenishment at the Campbell Soup CompanyManaging the Supplier InterfaceManagerial Practice11.4E-Purchasing At SairGroupMeasures of Supply-Chain PerformanceSupply-Chain Links to Operations StrategyManagerial Practice11.5Improving Efficient Supply Chains Through ModularizationSupply-Chain DynamicsSupply-Chain SoftwareSupply-Chain Management Across the OrganizationSimulation ExercisesCase: Wolf MotorsExperiential Learning: Sonic Distributors12ForecastingDemand CharacteristicsDesigning the Forecasting SystemManagerial Practice12.1Wal-Mart Uses the Internet to Improve Forecast PerformanceJudgment MethodsCausal Methods: Linear RegressionTime-Series MethodsChoosing a Time-Series MethodUsing Multiple TechniquesForecasting Across the OrganizationCase: Yankee Fork and Hoe Company13Inventory Management
This highly respected book presents strategic and managerial issues in order to emphasize that the decisions made by operations managers should be consistent with a corporate strategy shared by managers in all functional areas. It presents the operations tools and techniques for solving problems in the context of achieving a firm's overall goals and strategies, and provides a balanced treatment of manufacturing and services throughout. The book blends the latest in strategic issues with proven analytic techniques, and offers a wealth of interesting examples to engage readers and bring Operations Management to life. This sixth addition adds an increased emphasis on processes," to provide linkage between operational issues, as well as new problem-solving software and a website with innovative Internet resources. Other coverage includes operations as a competitive weapon, operations strategy, managing technology, total quality management, statistical process control, capacity, location, layout, supply-chain management, forecasting, inventory management, aggregate planning, resource planning, lean systems, and scheduling. For operations managers in a variety of fields.