Efnisyfirlit

• Cover
• Half Title
• The McGraw Hill Series in Operations
• Title
• Copyright
• Dedication
• About the Authors
• Preface
• A Note to Instructors
• Technology
• Connect
• Contents in Brief
• Contents
• Operations and Supply Chain Management: The Core
• 1 Introduction to OSCM
  • Strategy, processes, and analytics
  • What is operations and supply chain management?
    • Operations and Supply Chain Processes
    • Differences between Services and Goods
    • The Goods–Services Continuum
    • Product–Service Bundling
  • Efficiency, effectiveness, and value
    • How Does Wall Street Evaluate Efficiency?
  • Careers in operations and supply chain management
    • Chief Operating Officer
  • Historical development of operations and supply chain management
    • Current Issues in Operations and Supply Chain Management
      • Concept Connections
      • Discussion Questions
      • Objective Questions
      • Analytics Exercise: The Supply Chain Improvement Model
      • Practice Exam
• 2 Strategy and Sustainability
  • AppHarvest
  • A sustainable operations and supply chain strategy
  • What is operations and supply chain strategy?
    • Competitive Dimensions
    • The Notion of Trade-Offs
    • Order Winners and Order Qualifiers: The Marketing–Operations Link
  • Strategies are implemented using operations and supply chain activities—IKEA’s strategy
  • Assessing the risk associated with operations and supply chain strategies
    • Risk Management Framework
    • Productivity measurement
    • Concept Connections
    • Solved Problem
    • Discussion Questions
    • Objective Questions
    • Analytical Exercise: The Carbon Footprint Quiz
    • Practice Exam
• 3 Forecasting
  • From bean to cup: Starbucks global supply chain challenge
  • Forecasting in operations and supply chain management
  • Quantitative forecasting models
    • Components of Demand
    • Time Series Analysis
    • Simple Moving Average
    • Weighted Moving Average
    • Exponential Smoothing
    • Exponential Smoothing with Trend
    • Linear Regression Analysis
    • Decomposition of a Time Series
    • Forecast Errors
    • Sources of Error
    • Measurement of Error
    • Causal Relationship Forecasting
    • Multiple Regression Analysis
  • Qualitative techniques in forecasting
    • Market Research
    • Panel Consensus
    • Historical Analogy
    • The Delphi Method
  • Web-based forecasting: Collaborative Planning, Forecasting, and Replenishment (CPFR)
    • Concept Connections
    • Solved Problems
    • Discussion Questions
    • Objective Questions
    • Analytics Exercise: Forecasting Supply Chain Demand—Starbucks Corporation
    • Analytical Exercise: Forecasting Demand at Sebastian River Farms
    • Practice Exam
• 4 Strategic Capacity Management
  • Tesla—Manufacturing capacity for the Model 3
  • Capacity management in operations and supply chain management
    • Capacity Planning Concepts
    • Economies and Diseconomies of Scale
    • Capacity Focus
    • Capacity Flexibility
  • Capacity planning
    • Considerations in Changing Capacity
    • Determining Capacity Requirements
  • Using decision trees to evaluate capacity alternatives
  • Planning service capacity
    • Capacity Planning in Services versus Manufacturing
    • Capacity Utilization and Service Quality
      • Concept Connections
      • Solved Problem
      • Discussion Questions
      • Objective Questions
      • Case: Shouldice Hospital—A Cut Above
      • Practice Exam
• 4A Learning Curves
  • The learning curve
  • How are learning curves modeled?
    • Learning Curve Tables
      • Concept Connections
      • Solved Problems
      • Discussion Questions
      • Objective Questions
      • Analytical Exercise: Tesla’s Model 3 Learning Curve
• 5 Projects
  • Starlink: SpaceX’s satellite internet project
  • What is project management?
    • Organizing the Project Team
    • Organizing Project Tasks
  • Managing projects
    • Earned Value Management (EVM)
  • Network-planning models
    • Critical Path Method (CPM)
    • CPM with Three Activity Time Estimates
    • Time–Cost Models and Project Crashing
  • Project management information systems
    • Concept Connections
    • Solved Problems
    • Discussion Questions
    • Objective Questions
    • Analytics Exercise: Product Design Project
    • Practice Exam
• 6 Manufacturing Processes
  • Electronic vehicle platforms: Many models with similar underpinning
  • Production processes
  • Production process mapping and Little’s law
  • How production processes are organized
    • Designing a Production System
    • Assembly-Line and Continuous Process Layouts
  • Assembly-line design
    • Splitting Tasks
    • Flexible and U-Shaped Line Layouts
      • Concept Connections
      • Solved Problems
      • Discussion Questions
      • Objective Questions
      • Advanced Problem
      • Analytics Exercise: Designing a Manufacturing Process
      • Practice Exam
• 6A Break-Even Analysis
  • Solved Problems
  • Objective Questions
• 7 Service Processes
  • NIO–Battery-as-a-Service (BaaS) strategy
  • The nature of services
    • An Operational Classification of Services
    • Designing Service Organizations
    • Structuring the Service Encounter: Service–System Design Matrix
    • Web Platform Businesses
  • Service blueprinting and fail-safing
  • Economics of the waiting line problem
    • The Practical View of Waiting Lines
    • The Queuing System
    • Waiting Lines and Servers
    • Waiting Line Models
    • Computer Simulation of Waiting Lines
      • Concept Connections
      • Solved Problems
      • Discussion Questions
      • Objective Questions
      • Analytics Exercise: Processing Customer Orders
      • Practice Exam
• 8 Sales and Operations Planning
  • What is sales and operations planning?
    • Overview of Sales and Operations Planning Activities
    • The Aggregate Operations Plan
    • Production Planning Environment
    • Relevant Costs
  • Aggregate planning techniques
    • A Cut-and-Try Example: The JC Company
  • Yield management
    • Operating Yield Management Systems
      • Concept Connections
      • Solved Problem
      • Discussion Questions
      • Objective Questions
      • Analytics Exercise: Developing an Aggregate Plan—Bradford Manufacturing
      • Practice Exam
• 9 Material Requirements Planning
  • Inside an iPhone
  • Understanding material requirements planning
    • Where MRP Can Be Used
    • Master Production Scheduling
    • Time Fences
  • Material requirements planning system structure
    • Demand for Products
    • Bill-of-Materials
    • Inventory Records
    • The MRP Computer Program
  • An example using MRP
    • Forecasting Demand
    • Developing a Master Production Schedule
    • Bill-of-Materials (Product Structure)
    • Inventory Records
    • Performing the MRP Calculations
  • Lot sizing in MRP systems
    • Lot-for-Lot
    • Economic Order Quantity
    • Least Total Cost
    • Least Unit Cost
    • Choosing the Best Lot Size
      • Concept Connections
      • Solved Problems
      • Discussion Questions
      • Objective Questions
      • Analytics Exercise: An MRP Explosion—Brunswick Motors
      • Practice Exam
• 10 Quality Management and Six Sigma
  • Disney—An obsession with quality and innovation
  • Total quality management
    • Quality Specifications and Quality Costs
  • ISO 9000 and ISO 14000
    • External Benchmarking for Quality Improvement
  • Six Sigma quality
    • Six Sigma Methodology
    • Analytical Tools for Six Sigma
  • Statistical quality control
    • Understanding and Measuring Process Variation
    • Process Capability
  • Statistical process control procedures
    • Process Control with Attribute Measurements: Using p-Charts
    • Process Control with Attribute Measurements: Using c-Charts
    • Process Control with Variable Measurements: Using X- and R-Charts
    • How to Construct X- and R-Charts
  • Acceptance sampling
    • Design of a Single Sampling Plan for Attributes
    • Operating Characteristic Curves
      • Concept Connections
      • Solved Problems
      • Discussion Questions
      • Objective Questions
      • Analytics Exercise: Quality Management—Tesla
      • Practice Exam
• 11 Inventory Management
  • Amazon—The master of inventory management
  • Understanding inventory management
    • Definition of Inventory
    • Purposes of Inventory
    • Inventory Costs
    • Independent versus Dependent Demand
  • Inventory systems
    • A Single-Period Inventory Model
    • Multiperiod Inventory Systems
    • Fixed–Order Quantity Models
    • Establishing Safety Stock Levels
    • Fixed–Order Quantity Model with Safety Stock
    • Fixed–Time Period Models
    • Fixed–Time Period Model with Safety Stock
    • Inventory Turn Calculations
    • The Price-Break Model
  • Inventory planning and accuracy
    • ABC Classification
    • Inventory Accuracy and Cycle Counting
      • Concept Connections
      • Solved Problems
      • Discussion Questions
      • Objective Questions
      • Analytics Exercise: Inventory Management at Big10Sweaters.com
      • Analytics Exercise: Inventory Control at Sebastian River Farms
      • Practice Exam
• 12 Lean Supply Chains
  • Lean manufacturing practices and the Covid-19 pandemic
  • Lean production
    • The Toyota Production System
  • Lean supply chains
  • Value stream mapping
  • Lean supply chain design principles
    • Lean Concepts
    • Lean Production Schedules
    • Lean Supply Chains
  • Lean services
    • Concept Connections
    • Solved Problems
    • Discussion Questions
    • Objective Questions 427
    • Case: Quality Parts Company
    • Case: Value Stream Mapping
    • Case: Pro Fishing Boats—A Value Stream Mapping Exercise 432
    • Practice Exam
• 13 Global Sourcing and Procurement
  • How the Covid-19 pandemic led to empty shelves
  • Strategic sourcing
    • The Bullwhip Effect
    • Supply Chain Uncertainty Framework
  • Outsourcing
    • Logistics Outsourcing
    • Framework for Supplier Relationships
    • Green Sourcing
  • Total cost of ownership
  • Measuring sourcing performance
    • Concept Connections
    • Discussion Questions
    • Objective Questions
    • Analytics Exercise: Global Sourcing Decisions—Grainger: Reengineering the China/U.S. Supply Chain
    • Practice Exam
• 14 Location, Logistics, and Distribution
  • FedEx—Speed is hidden in its logo
  • Logistics
  • Decisions related to logistics
    • Transportation Modes
    • Warehouse Design
  • Locating logistics facilities
    • Plant Location Methods
    • Locating Service Facilities
      • Concept Connections
      • Solved Problems
      • Discussion Questions
      • Objective Questions
      • Analytics Exercise: Distribution Center Location
      • Practice Exam
• Appendices
  • A Linear Programming Using the Excel Solver
  • B Answers to Selected Objective Questions
  • C Present Value Table
  • D Negative Exponential Distribution: Values of e−X
  • E Areas of the Cumulative Standard Normal Distribution
• Author Index
• Subject Index

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