Operations and Supply Chain Management 2nd Edition PDF by David A Collier and James R Evans

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Operations and Supply Chain Management, Second Edition

By David A. Collier and James R. Evans

Operations and Supply Chain Management 2nd Edition

Contents:

Part 1

Basic concepts of OM and value chains

1 Operations Management and Value Chains 1

1-1 Operations Management 2

1-2 OM in the Workplace 3

1-3 Understanding Goods and Services 5

1-4 The Concept of Value 8

1-5 Customer Benefit Packages 8

1-6 Value Chains 11

1-7 Value Chain Frameworks 13

1-8 OM: A History of Change and Challenge 20

1-9 Current and Future Challenges 24

Chapter Case: Mickey Mouse: To Talk or Not? 29

Chapter Case: Zappos, A Subsidiary of Amazon 29

Integrative Case: Hudson Jewelers 30

2 Measuring Performance

in Operations and Value Chains 31

2-1 Types of Performance Measures 32

2-2 Analytics in Operations Management 38

2-3 Designing Measurement Systems in Operations 43

2-4 Models of Organizational Performance 44

Chapter Case: Rapido Burrito 56

Chapter Case: Greyhound Bank: Credit Card Division 57

Integrative Case: Hudson Jewelers 58

3 Operations Strategy 59

3-1 Gaining Competitive Advantage 60

3-2 Understanding Customer Wants and Needs 60

3-3 Evaluating Goods and Services 61

3-4 Competitive Priorities 63

3-5 OM and Strategic Planning 66

3-6 A Framework for Operations Strategy 71

Chapter Case: The Greater Cincinnati

Chamber of Commerce 80

Chapter Case: Sustainable Lawn Care 81

Integrative Case: Hudson Jewelers 82

4 Technology and Operations Management 83

4-1 Understanding Technology in Operations 84

4-2 Technology in Value Chains 88

4-3 Benefits and Challenges of Technology 90

4-4 Technology Decisions and Implementation 91

Chapter Case: RoboJet Car Wash 102

Chapter Case: Bracket International—The

RFID Decision 104

Integrative Case: Hudson Jewelers 105

Part 2

DESIGNING OPERATIONS AND SUPPLY CHAINS

5 Goods and Service Design 106

5-1 Designing Goods and Services 107

5-2 Customer-Focused Design 110

5-3 Designing Manufactured Goods 112

5-4 Service-Delivery System Design 121

5-5 Service-Encounter Design 123

5-6 An Integrative Case Study of LensCrafters 126

Chapter Case: Gulf Coast Bank: Service Guarantees 136

Chapter Case: Tom’s Auto Service 137

Integrative Case: Hudson Jewelers 139

6 Supply Chain Design 140

6-1 Global Supply Chains 141

6-2 Supply Chain Design Trade-Offs 145

6-3 A Global Supply Chain Example: Inditex/Zara 153

6-4 Location Decisions 156

6-5 Supply Chain Optimization 162

Chapter Case: Bookmaster: Value

Chain Design 170

Chapter Case: Boston Red Sox Spring Training Decision 171

Integrative Case: Hudson Jewelers 173

7 Process Selection, Design, and Improvement 174

7-1 Process Choice Decisions 175

7-2 The Product-Process Matrix 179

7-3 The Service-Positioning Matrix 180

7-4 Process Design 183

7-5 Mistake-Proofing Processes 189

7-6 Process Improvement 192

Chapter Case: Custom Drapes, Inc. 199

Chapter Case: Hickory Medical Clinic 200

Integrative Case: Hudson Jewelers 202

8 Facility and Work Design 203

8-1 Facility Layout 204

8-2 Designing

Product Layouts 208

8-3 Designing Process Layouts 215

8-4 Work Measurement 216

8-5 Workplace and Job Design 219

Chapter Case: Employee 842 versus The State 229

Chapter Case: BankUSA: Cash Movement 231

Integrative Case: Hudson Jewelers 233

Part 3

MANAGING OPERATIONS AND SUPPLY CHAINS

9 Forecasting and Demand Planning 234

9-1 Forecasting and Demand Planning 235

9-2 Basic Concepts in Forecasting 237

9-3 Statistical Forecasting Models 241

9-4 Regression as a Forecasting Approach 246

9-5 Judgmental

Forecasting 250

9-6 Forecasting in Practice 251

Chapter Case: United Dairies, Inc. 259

Chapter Case: BankUSA: Forecasting Help Desk Demand by Day 260

Integrative Case: Hudson Jewelers 261

10 Capacity Management 262

10-1 Understanding Capacity 263

10-2 Capacity Measurement 265

10-3 Long-Term Capacity Strategies 270

10-4 Short-Term Capacity Management 273

10-5 Learning Curves and Capacity Requirements 276

Chapter Case: Appleton Pulp and Paper Mill 284

Chapter Case: David Christopher, Orthopedic Surgeon 285

Integrative Case: Hudson Jewelers 286

11 Process Analysis and Resource Utilization 287

11-1 Resource Utilization 288

11-2 Process Throughput and Bottlenecks 290

11-3 Little’s Law 296

11-4 Managing Waiting Lines 299

11-5 Simulation Models for Analyzing Queueing Processes 306

11-6 The Theory of Constraints 310

Chapter Case: The University Rare Book Library Process 325

Chapter Case: Bourbon County Court 327

Integrative Case: Hudson Jewelers 329

12 Managing Inventories in Supply Chains 330

12-1 Understanding Inventory 331

12-2 Inventory Characteristics 335

12-3 ABC Inventory Analysis 337

12-4 Managing Fixed-Quantity Inventory Systems 340

12-5 Managing Fixed-Period Inventory Systems 350

12-6 Single-Period Inventory Model 353

12-7 Simulation Modeling of Inventory Systems 355

Chapter Case: Margate Hospital 370

Chapter Case: Hardy Hospital 371

Integrative Case: Hudson Jewelers 373

13 Supply Chain Management and Logistics 374

13-1 Managing Supply Chains 375

13-2 Logistics 379

13-3 Risk Management in Supply Chains 383

13-4 Supply Chains in E-Commerce 386

13-5 Measuring Supply Chain Performance 387

13-6 Sustainability in Supply Chains 394

Chapter Case: LCC Medical Manufacturing, Inc. 404

Chapter Case: J&L Packaging, Inc.: Cash-to-Cash Conversion Cycle 405

Integrative Case: Hudson Jewelers 406

14 Resource Management 407

14-1 Resource Planning Framework for Goods and Services 408

14-2 Aggregate Planning Options 412

14-3 Strategies for Aggregate Production Planning 414

14-4 Using Optimization Models for Resource Management 422

14-5 Disaggregation in Manufacturing 427

14-6 Capacity Requirements Planning 437

Chapter Case: Rocker Industries (A) 447

Chapter Case: Rocker Industries (B) 448

Chapter Case: Blue Note Mortgage 449

Integrative Case: Hudson Jewelers 450

15 Operations Scheduling and Sequencing 451

15-1 Understanding Scheduling and Sequencing 452

15-2 Scheduling Applications and Approaches 453

15-3 Sequencing 462

15-4 Dispatching Rules for Job Shop Scheduling 468

15-5 Two-Resource Sequencing Problem 470

15-6 Schedule Monitoring and Control 472

15-7 Vehicle Routing and Scheduling 473

Chapter Case: Luke’s Balloon Shop 483

Chapter Case: Midwest Frequent Flyer Call Center 484

Integrative Case: Hudson Jewelers 487

16 Quality Management 488

16-1 Understanding Quality 489

16-2 Influential Leaders in Modern

Quality Management 492

16-3 The Gap Model 494

16-4 ISO 9000 495

16-5 Six Sigma 496

16-6 Cost-of-Quality Measurement 501

16-7 The “Seven QC Tools” 503

16-8 Other Quality Improvement Strategies 508

Chapter Case: Bonnie Blaine, Director of Hospital Operations 515

Chapter Case: Sunshine Enterprises 518

Integrative Case: Hudson Jewelers 520

17 Quality Control and SPC 521

17-1 Quality Control Systems 522

17-2 Variation and Statistical Process Control 524

17-3 Constructing Control Charts 527

17-4 Practical Issues in SPC Implementation 534

17-5 Process Capability 535

Chapter Case: Eckhardt Hospital 543

Chapter Case: Goodman Tire and Rubber Company 544

Integrative Case: Hudson Jewelers 545

18 Lean Operating Systems 546

18-1 Principles of Lean Operating Systems 547

18-2 Lean Tools and Approaches 549

18-3 Lean Six Sigma 554

18-4 Lean Manufacturing and Service Tours 554

18-5 Just-in-Time Systems 557

18-6 Comparing Six Sigma, Lean, and the Theory of Constraints 562

Chapter Case: Kempfer Furniture, Inc. 569

Chapter Case: Community Medical Associates 570

Integrative Case: Hudson Jewelers 571

19 Project Management 572

19-1 The Scope of Project Management 574

19-2 Techniques for Planning, Scheduling, and Controlling Projects 576

19-3 Time/Cost Trade-Offs 585

19-4 Uncertainty in Project Management 589

Chapter Case: University Medical Center 602

Chapter Case: Alternative Water Supply 603

Integrative Case: Hudson Jewelers 605

Supplements

A Probability and Statistics 607

Descriptive Statistics 607

Spreadsheet Template for Statistical Analysis 608

Excel Data Analysis Tools 610

Sampling and Sample Size 610

Probability 611

Useful Probability Distributions 614

Regression and Correlation 617

B Decision Analysis 619

Selecting Decision Alternatives 621

C Break-Even Analysis 626

Profitability Analysis 626

Outsourcing Decisions 627

Technology Choice Decisions 628

Excel Break-Even Template 629

D Linear Optimization 631

Developing Linear Optimization Models 631

Solving Linear Optimization Models

with Excel Solver 634

E The Transportation and Assignment Problems 638

Modeling the Transportation Problem 638

Modeling the Assignment Problem 642

F Queuing Models 645

Queuing Systems 645

Multiple Server Queuing Model 652

G Simulation 655

Using Probability Distributions in Simulation 656

Appendix A Areas for the Cumulative Standard Normal Distribution 661

Appendix B Factors for x–- and R-Control Charts 664

Endnotes 665

Glossary 669

Index 677

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