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• Table of Contents and Preface
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  • Copyright
  • The McGraw-Hill Series in Operations and Decision Sciences
  • Preface
  • Walkthrough
  • Connect
  • Note to Students
  • Brief Contents
  • Contents
• Chapter 1: Introduction to Operations Management
  • Introduction
  • 1.1 Introduction to Operations and Supply Chain Management
  • 1.2 Production of Goods versus Providing Services
  • 1.3 Why Learn About Operations Management?
  • 1.4 Career Opportunities and Professional Societies
  • 1.5 Process Management
    • Managing a Process to Meet Demand
    • Process Variation
  • 1.6 The Scope of Operations Management
    • Managing the Supply Chain to Achieve Schedule, Cost, and Quality Goals
  • 1.7 Operations Management and Decision Making
    • Models
    • Quantitative Approaches
    • Performance Metrics
    • Analysis of Trade-Offs
    • Analytics
    • Degree of Customization
    • A Systems Perspective
    • Establishing Priorities
  • 1.8 The Historical Evolution of Operations Management
    • The Industrial Revolution
    • Scientific Management
    • The Human Relations Movement
    • Decision Models and Management Science
    • The Influence of Japanese Manufacturers
  • 1.9 Operations Today
  • 1.10 Key Issues for Today’s Business Operations
    • Environmental Concerns
    • Ethical Conduct
    • The Need to Manage Supply Chains
    • Elements of Supply Chain Management
    • Operations Tours
  • Summary
  • Key Points
  • Key Terms
  • Discussion and Review Questions
  • Taking Stock
  • Critical Thinking Exercises
  • Case
  • Selected Bibliography and Further Readings
  • Problem-Solving Guide
• Chapter 2: Competitiveness, Strategy, and Productivity
  • Introduction
  • 2.1 Introduction to Competitiveness, Strategy, and Productivity
  • 2.2 Competitiveness
    • Why Some Organizations Fail
  • 2.3 Mission and Strategies
    • Strategies and Tactics
    • Strategy Formulation
    • Supply Chain Strategy
    • Sustainability Strategy
    • Global Strategy
  • 2.4 Operations Strategy
    • Strategic Operations Management Decision Areas
    • Quality and Time Strategies
  • 2.5 Implications of Organization Strategy for Operations Management
  • 2.6 Transforming Strategy Into Action: The Balanced Scorecard
  • 2.7 Productivity
    • Computing Productivity
    • Productivity in the Service Sector
    • Factors That Affect Productivity
    • Improving Productivity
  • Summary
  • Key Points
  • Key Terms
  • Solved Problems
  • Discussion and Review Questions
  • Taking Stock
  • Critical Thinking Exercises
  • Problems
  • Cases
  • Operations Tour: The U.S. Postal Service
  • Selected Bibliography and Further Readings
• Chapter 3: Forecasting
  • Introduction
  • 3.1 Introduction to Forecasting
  • 3.2 Features Common to All Forecasts
  • 3.3 Elements of a Good Forecast
  • 3.4 Forecasting and the Supply Chain
  • 3.5 Steps in the Forecasting Process
  • 3.6 Approaches to Forecasting
  • 3.7 Qualitative Forecasts
    • Executive Opinions
    • Salesforce Opinions
    • Consumer Surveys
    • Expert Opinions
  • 3.8 Forecasts Based on Time-Series Data
    • Naive Methods
    • Techniques for Averaging
    • Other Forecasting Methods
    • Techniques for Trend
    • Trend-Adjusted Exponential Smoothing
    • Techniques for Seasonality
    • Techniques for Cycles
  • 3.9 Associative Forecasting Techniques
    • Simple Linear Regression
    • Comments on the Use of Linear Regression Analysis
    • Nonlinear and Multiple Regression Analysis
  • 3.10 Forecast Accuracy
    • Summarizing Forecast Accuracy
  • 3.11 Monitoring Forecast Error
  • 3.12 Choosing a Forecasting Technique
  • 3.13 Using Forecast Information
  • 3.14 Computer Software in Forecasting
  • 3.15 Forecast Strategy
  • Summary
  • Key Points
  • Key Terms
  • Solved Problems
  • Discussion and Review Questions
  • Taking Stock
  • Critical Thinking Exercises
  • Problems
  • Cases
  • Selected Bibliography and Further Readings
• Chapter 4: Product and Service Design
  • Introduction
  • 4.1 Introduction to Product and Service Design
    • What Does Product and Service Design Do?
    • Objectives of Product and Service Design
    • Key Questions
    • Reasons for Product and Service Design (or Redesign)
  • 4.2 Idea Generation
  • 4.3 Legal and Ethical Considerations
  • 4.4 Human Factors
  • 4.5 Cultural Factors
  • 4.6 Global Product and Service Design
  • 4.7 Environmental Factors: Sustainability
    • Cradle-to-Grave Assessment
    • End-of-Life Programs
    • The Three Rs: Reduce, Reuse, and Recycle
    • Reduce: Value Analysis
    • Reuse: Remanufacturing
    • Recycle
  • 4.8 Other Design Considerations
    • Strategies for Product or Service Life Stages
    • Product Life Cycle Management
    • Degree of Standardization
    • Involving Supply Chain Partners and Customers
    • Designing for Mass Customization
    • Reliability
    • Robust Design
    • Degree of Newness
    • Quality Function Deployment
    • The Kano Model
  • 4.9 Phases in Product Design and Development
  • 4.10 Designing for Production
    • Concurrent Engineering
    • Computer-Aided Design (CAD)
    • Production Requirements
    • Component Commonality
  • 4.11 Service Design
    • Overview of Service Design
    • Differences Between Service Design and Product Design
    • Phases in the Service Design Process
    • Service Blueprinting
    • Characteristics of Well-Designed Service Systems
    • Challenges of Service Design
    • Guidelines for Successful Service Design
  • 4.12 Design Strategy
  • Summary
  • Key Points
  • Key Terms
  • Discussion and Review Questions
  • Taking Stock
  • Critical Thinking Exercises
  • Problems
  • Operations Tour: High Acres Landfill
  • Selected Bibliography and Further Readings
• Supplement 4: Reliability
  • Introduction
  • 4S.1 Introduction to Reliability
  • 4S.2 Quantifying Reliability
    • Finding the Probability of Functioning When Activated
    • Finding the Probability of Functioning for a Specified Length of Time
  • 4S.3 Availability
  • Key Terms
  • Solved Problems
  • Discussion and Review Questions
  • Problems
• Chapter 5: Strategic Capacity Planning for Products and Services
  • Introduction
  • 5.1 Introduction to Capacity Planning
  • 5.2 Capacity Decisions Are Strategic
  • 5.3 Defining and Measuring Capacity
  • 5.4 Determinants of Effective Capacity
  • 5.5 Strategy Formulation
    • Steps in the Capacity Planning Process
  • 5.6 Forecasting Capacity Requirements
    • Calculating Processing Requirements
  • 5.7 Additional Challenges of Planning Service Capacity
  • 5.8 Do It In-House or Outsource It?
  • 5.9 Developing Capacity Strategies
  • 5.10 Constraint Management
  • 5.11 Evaluating Alternatives
    • Cost–Volume Analysis
    • Financial Analysis
    • Decision Theory
    • Waiting-Line Analysis
    • Simulation
  • 5.12 Capacity Strategy
  • Summary
  • Key Points
  • Key Terms
  • Solved Problems
  • Discussion and Review Questions
  • Taking Stock
  • Critical Thinking Exercises
  • Problems
  • Case
  • Selected Bibliography and Further Readings
• Supplement 5: Decision Theory
  • Introduction
  • 5S.1 Introduction to Decision Theory
  • 5S.2 The Decision Process and Causes of Poor Decisions
  • 5S.3 Decision Environments
  • 5S.4 Decision Making Under Certainty
  • 5S.5 Decision Making Under Uncertainty
  • 5S.6 Decision Making Under Risk
  • 5S.7 Decision Trees
  • 5S.8 Expected Value of Perfect Information
  • 5S.9 Sensitivity Analysis
  • Summary
  • Key Terms
  • Solved Problems
  • Discussion and Review Questions
  • Problems
  • Selected Bibliography and Further Readings
• Chapter 6: Process Selection and Facility Layout
  • Introduction
  • 6.1 Introduction to Process Selection and Facility Layout
  • 6.2 Process Selection
    • Process Types
    • Product and Service Profiling
    • Sustainable Production of Goods and Services
    • Lean Process Design
  • 6.3 Technology
    • Automation
    • 3D Printing
    • Drones
    • Supply Chain Considerations
  • 6.4 Process Strategy
  • 6.5 Strategic Resource Organization: Facilities Layout
    • Repetitive and Continuous Processing: Product Layouts
    • Intermittent Processing: Process Layouts
    • Fixed-Position Layouts
    • Combination Layouts
    • Cellular Layouts
    • Service Layouts
  • 6.6 Designing Product Layouts: Line Balancing
    • Some Guidelines for Line Balancing
    • Other Factors
    • Other Approaches
  • 6.7 Designing Process Layouts
    • Measures of Effectiveness
    • Information Requirements
    • Minimizing Transportation Costs or Distances
    • Closeness Ratings
  • Summary
  • Key Points
  • Key Terms
  • Solved Problems
  • Discussion and Review Questions
  • Taking Stock
  • Critical Thinking Exercises
  • Problems
  • Selected Bibliography and Further Readings
• Chapter 7: Work Design and Measurement
  • Introduction
  • 7.1 Introduction To Work Design And Measurement
  • 7.2 Job Design
    • Specialization
    • Behavioral Approaches to Job Design
    • Motivation
    • Teams
    • Ergonomics
    • Supply Chain Considerations
  • 7.3 Quality of Work Life
    • Working Conditions
    • Compensation
  • 7.4 Methods Analysis
  • 7.5 Motion Study
  • 7.6 Work Measurement
    • Stopwatch Time Study
    • Standard Elemental Times
    • Predetermined Time Standards
    • Work Sampling
  • 7.7 Operations Strategy
  • Summary
  • Key Points
  • Key Terms
  • Solved Problems
  • Discussion and Review Questions
  • Taking Stock
  • Critical Thinking Exercises
  • Problems
  • Selected Bibliography and Further Readings
• Supplement 7: Learning Curves
  • Introduction
  • 7S.1 The Concept of Learning Curves
  • 7S.2 Applications of Learning Curves
  • 7S.3 Operations Strategy
  • 7S.4 Cautions and Criticisms
  • Solved Problems
  • Discussion and Review Questions
  • Problems
  • Case
  • Selected Bibliography and Further Readings
• Chapter 8: Location Planning and Analysis
  • Introduction
  • 8.1 The Need for Location Decisions
  • 8.2 The Nature of Location Decisions
    • Strategic Importance of Location Decisions
    • Objectives of Location Decisions
    • Supply Chain Considerations
    • Sustainability Considerations
    • Location Options
  • 8.3 Global Locations
    • Facilitating Factors
    • Benefits
    • Disadvantages
    • Risks
    • Managing Global Operations
    • Automation
  • 8.4 General Procedure for Making Location Decisions
  • 8.5 Identifying a Country, Region, Community, and Site
    • Identifying a Country
    • Identifying a Region
    • Identifying a Community
    • Identifying a Site
    • Multiple Plant Manufacturing Strategies
    • Geographic Information Systems
  • 8.6 Service and Retail Locations
  • 8.7 Evaluating Location Alternatives
    • Locational Cost-Profit-Volume Analysis
    • The Transportation Model
    • Factor Rating
    • The Center-of-Gravity Method
    • Software Applications for Location Analysis and Site Selection
  • Summary
  • Key Points
  • Key Terms
  • Solved Problems
  • Discussion and Review Questions
  • Taking Stock
  • Critical Thinking Exercises
  • Problems
  • Case
  • Selected Bibliography and Further Readings
• Chapter 9: Management of Quality
  • Introduction
  • 9.1 Introduction to Management of Quality
  • 9.2 The Evolution of Quality Management
  • 9.3 The Foundations of Modern Quality Management: The Gurus
  • 9.4 Insights on Quality Management
    • Defining Quality: The Dimensions of Quality
    • Assessing Service Quality
    • The Determinants of Quality
    • Responsibility for Quality
    • Benefits of Good Quality
    • The Consequences of Poor Quality
    • The Costs of Quality
    • Ethics and Quality Management
  • 9.5 Quality and Performance Excellence Awards
    • The Baldrige Award
    • The European Quality Award
    • The Deming Prize
  • 9.6 Quality Certification
    • ISO 9000, 14000, and 24700
  • 9.7 Quality and the Supply Chain
  • 9.8 Total Quality Management
    • Obstacles to Implementing TQM
    • Criticisms of TQM
  • 9.9 Problem Solving and Process Improvement
    • The Plan-Do-Study-Act Cycle
    • Six Sigma
  • 9.10 Quality Tools
    • Illustrations of the Use of Graphical Tools
    • Methods for Generating Ideas
  • 9.11 Operations Strategy
  • Summary
  • Key Points
  • Key Terms
  • Solved Problem
  • Discussion and Review Questions
  • Taking Stock
  • Critical Thinking Exercises
  • Problems
  • Case
  • Selected Bibliography and Further Readings
• Chapter 10: Quality Control
  • Introduction
  • 10.1 Introduction to Controlling Quality
  • 10.2 Inspection
    • How Much to Inspect and How Often
    • Where to Inspect in the Process
    • Off-Site versus On-Site Inspection
  • 10.3 Statistical Process Control
    • Process Variability
    • Sampling and Sampling Distributions
    • The Control Process
    • Control Charts: The Voice of the Process
    • Control Charts for Variables
    • Control Charts for Attributes
    • Managerial Considerations Concerning Control Charts
    • Run Tests
    • Using Control Charts and Run Tests Together
    • What Happens When a Process Exhibits Possible Nonrandom Variation?
  • 10.4 Process Capability
    • Capability Analysis
    • Cp
    • Cpk
    • Improving Process Capability
    • Taguchi Loss Function
    • Limitations of Capability Indexes
  • 10.5 Operations Strategy
  • Summary
  • Key Points
  • Key Terms
  • Solved Problems
  • Discussion and Review Questions
  • Taking Stock
  • Critical Thinking Exercises
  • Problems
  • Cases
  • Selected Bibliography and Further Readings
• Chapter 11: Aggregate Planning and Master Scheduling
  • Introduction
  • 11.1 Introduction To Aggregate Planning
    • Intermediate Planning in Perspective
    • The Concept of Aggregation
    • Dealing with Variations
    • An Overview of Aggregate Planning
    • Aggregate Planning and the Supply Chain
    • Demand and Supply Options
  • 11.2 Basic Strategies for Meeting Uneven Demand
    • Choosing a Strategy
  • 11.3 Techniques for Aggregate Planning
    • Trial-and-Error Techniques Using Graphs and Spreadsheets
    • Mathematical Techniques
  • 11.4 Aggregate Planning in Services
  • 11.5 Disaggregating the Aggregate Plan
  • 11.6 Master Scheduling
    • The Master Scheduler
  • 11.7 The Master Scheduling Process
    • Time Fences
    • Inputs
    • Outputs
  • Summary
  • Key Points
  • Key Terms
  • Solved Problems
  • Discussion and Review Questions
  • Taking Stock
  • Critical Thinking Exercises
  • Problems
  • Case
  • Selected Bibliography and Further Readings
• Chapter 12: Inventory Management
  • Introduction
  • 12.1 Introduction To Inventory Management
  • 12.2 The Nature and Importance of Inventories
    • Functions of Inventory
    • Objective of Inventory Management
  • 12.3 Requirements for Effective Inventory Management
    • Inventory Counting Systems
    • Demand Forecasts and Lead-Time Information
    • Inventory Costs
    • Classification System
  • 12.4 Inventory Ordering Policies
  • 12.5 How Much to Order: Economic Order Quantity Models
    • Basic Economic Order Quantity (EOQ) Model
    • Economic Production Quantity (EPQ)
    • Quantity Discounts
  • 12.6 Reorder Point Ordering
  • 12.7 How Much to Order: Fixed-Order-Interval Model
    • Reasons for Using the Fixed-Order-Interval Model
    • Determining the Amount to Order
    • Benefits and Disadvantages
  • 12.8 The Single-Period Model
    • Continuous Stocking Levels
    • Discrete Stocking Levels
  • 12.9 Operations Strategy
  • Summary
  • Key Points
  • Key Terms
  • Solved Problems
  • Discussion and Review Questions
  • Taking Stock
  • Critical Thinking Exercises
  • Problems
  • Cases
  • Selected Bibliography and Further Readings
• Chapter 13: MRP and ERP
  • Introduction
  • 13.1 Introduction to MRP and ERP
  • 13.2 An Overview of MRP
  • 13.3 MRP Inputs
    • The Master Schedule
    • The Bill of Materials
    • The Inventory Records
  • 13.4 MRP Processing
    • Updating the System
  • 13.5 MRP Outputs
  • 13.6 Other Considerations
    • Safety Stock
    • Lot Sizing
  • 13.7 MRP in Services
  • 13.8 Benefits and Requirements of MRP
    • Benefits
    • Requirements
  • 13.9 MRP II
    • Closed-Loop MRP
  • 13.10 Capacity Requirements Planning
    • Distribution Resource Planning for the Supply Chain
  • 13.11 ERP
    • ERP in Services
  • 13.12 Operations Strategy
  • Summary
  • Key Points
  • Key Terms
  • Solved Problems
  • Discussion and Review Questions
  • Taking Stock
  • Critical Thinking Exercises
  • Problems
  • Cases
  • Selected Bibliography and Further Readings
• Chapter 14: JIT and Lean Operations
  • Introduction
  • 14.1 Introduction to Lean Operations and JIT
    • Characteristics of Lean Systems
    • Benefits and Risks of Lean Systems
    • The Toyota Approach
  • 14.2 Supporting Goals
  • 14.3 Building Blocks
    • Product Design
    • Process Design
    • Personnel/Organizational Elements
    • Manufacturing Planning and Control
  • 14.4 Lean Tools
    • Value Stream Mapping
    • Process Improvement Using 5W2H
    • Lean and Six Sigma
    • JIT Deliveries and the Supply Chain
    • Lean and ERP
  • 14.5 Transitioning to a Lean System
    • Planning a Successful Conversion
    • Obstacles to Conversion
    • A Cooperative Spirit
  • 14.6 Lean Services
  • 14.7 JIT II
  • 14.8 Operations Strategy
  • Summary
  • Key Points
  • Key Terms
  • Solved Problems
  • Discussion and Review Questions
  • Taking Stock
  • Critical Thinking Exercises
  • Problems
  • Cases
  • Selected Bibliography and Further Readings
• Supplement 14: Maintenance
  • Introduction
  • 14S.1 Introduction to Maintenance
  • 14S.2 Preventive Maintenance
  • 14S.3 Breakdown Programs
  • 14S.4 Replacement
  • Summary
  • Key Terms
  • Discussion and Review Questions
  • Problems
  • Selected Bibliography and Further Readings
• Chapter 15: Supply Chain Management
  • Introduction
  • 15.1 Introduction to Supply Chain Integration
  • 15.2 Trends in Supply Chain Integration
    • Risk Management and Resiliency
    • Shortening the Supply Chain
  • 15.3 Global Supply Chains
  • 15.4 ERP and Supply Chain Integration
  • 15.5 Ethics and the Supply Chain
  • 15.6 Small Businesses
  • 15.7 Management Responsibilities
    • Strategic Responsibilities
    • Key Tactical and Operational Responsibilities
  • 15.8 Procurement
    • Purchasing Interfaces
    • The Purchasing Cycle
    • Centralized versus Decentralized Purchasing
    • Ethics in Purchasing
  • 15.9 E-Business
  • 15.10 Supplier Management
    • Choosing Suppliers
    • Supplier Audits
    • Supplier Certification
    • Supplier Relationship Management
    • Supplier Partnerships
    • Strategic Partnering
  • 15.11 Inventory Management
  • 15.12 Order Fulfillment
  • 15.13 Logistics
    • Movement within a Facility
    • Incoming and Outgoing Shipments
    • Getting to the Right Location
    • Tracking Goods: RFID
    • Evaluating Shipping Alternatives
    • 3-PL
  • 15.14 Creating an Effective Supply Chain
    • Managing Returns
    • Challenges
  • 15.15 Supply Chain Strategy
  • Summary
  • Key Points
  • Key Terms
  • Discussion and Review Questions
  • Taking Stock
  • Critical Thinking Exercises
  • Problems
  • Case
  • Selected Bibliography and Further Readings
• Chapter 16: Scheduling
  • Introduction
  • 16.1 Scheduling Operations
    • Scheduling in High-Volume Systems
    • Scheduling in Intermediate-Volume Systems
  • 16.2 Scheduling in Low-Volume Systems
    • Loading
    • Sequencing
    • Sequencing Jobs through Two Work Centers1
    • Sequencing Jobs When Setup Times Are Sequence-Dependent
    • Why Scheduling Can Be Difficult
    • Minimizing Scheduling Difficulties
    • The Theory of Constraints
  • 16.3 Scheduling Services
    • Appointment Systems
    • Reservation Systems
    • Yield Management
    • Scheduling the Workforce
    • Cyclical Scheduling
    • Scheduling Multiple Resources
  • 16.4 Scheduling Strategy
    • Supply Chain Considerations
    • Implications
  • Summary
  • Key Points
  • Key Terms
  • Solved Problems
  • Discussion and Review Questions
  • Taking Stock
  • Critical Thinking Exercises
  • Problems
  • Case
  • Selected Bibliography and Further Readings
• Chapter 17: Project Management
  • Introduction
  • 17.1 Introduction To Project Management
  • 17.2 Project Life Cycle
  • 17.3 Behavioral Aspects of Project Management
    • The Nature of Projects
    • Key Decisions in Project Management
    • The Project Manager
    • Behavioral Issues
    • Project Champions
    • Certification
    • The Pros and Cons of Working on Projects
  • 17.4 Work Breakdown Structure
  • 17.5 Planning and Scheduling with Gantt Charts
  • 17.6 PERT and CPM
    • The Network Diagram
    • Network Conventions
  • 17.7 Deterministic Time Estimates
  • 17.8 A Computing Algorithm
    • Activity-on-Arrow
    • Activity-on-Node
    • Computing Slack Times
  • 17.9 Probabilistic Time Estimates
  • 17.10 Determining Path Probabilities
  • 17.11 Simulation
  • 17.12 Budget Control
  • 17.13 Time–Cost Trade-Offs: Crashing
  • 17.14 Advantages of Using PERT and Potential Sources of Error
  • 17.15 Critical Chain Project Management
  • 17.16 Other Topics in Project Management
    • Supply Chain Considerations
  • 17.17 Project Management Software
  • 17.18 Operations Strategy
  • 17.19 Risk Management
  • Summary
  • Key Points
  • Key Terms
  • Solved Problems
  • Discussion and Review Questions
  • Taking Stock
  • Critical Thinking Exercises
  • Problems
  • Selected Bibliography and Further Readings
• Chapter 18: Management of Waiting Lines
  • Introduction
  • 18.1 Why Is There Waiting?
  • 18.2 Managerial Implications of Waiting Lines
  • 18.3 Goal of Waiting-Line Management
  • 18.4 Characteristics of Waiting Lines
    • Population Source
    • Number of Servers (Channels)
    • Arrival and Service Patterns
    • Queue Discipline
    • Supply Chain Considerations
  • 18.5 Measures of Waiting-Line Performance
  • 18.6 Queuing Models: Infinite-Source
    • Basic Relationships
    • Single Server, Exponential Service Time, M/M/11
    • Single Server, Constant Service Time, M/D/1
    • Multiple Servers, M/M/S
    • Cost Analysis
    • Maximum Line Length
    • Multiple Priorities
  • 18.7 Queuing Model: Finite-Source
  • 18.8 Constraint Management
  • 18.9 The Psychology of Waiting
  • 18.10 Operations Strategy
  • Summary
  • Key Points
  • Key Terms
  • Solved Problems
  • Discussion and Review Questions
  • Taking Stock
  • Critical Thinking Exercises
  • Problems
  • Selected Bibliography and Further Readings
• Chapter 19: Linear Programming
  • Introduction
  • 19.1 Introduction to Linear Programming
  • 19.2 Linear Programming Models
    • Model Formulation
  • 19.3 Graphical Linear Programming
    • Outline of Graphical Procedure
    • Plotting Constraints
    • Identifying the Feasible Solution Space
    • Plotting the Objective Function Line
    • Redundant Constraints
    • Solutions and Corner Points
    • Minimization
    • Slack and Surplus
  • 19.4 The Simplex Method
  • 19.5 Computer Solutions
    • Solving LP Models Using MS Excel
  • 19.6 Sensitivity Analysis
    • Objective Function Coefficient Changes
    • Changes in the Right-Hand-Side (RHS) Value of a Constraint
    • Linear Programming Strategy
    • Supply Chain Considerations
  • Summary
  • Key Points
  • Key Terms
  • Solved Problems
  • Discussion and Review Questions
  • Taking Stock
  • Problems
  • Selected Bibliography and Further Readings
• Appendix A
  • Appendix A
• Appendix B
  • Appendix B
• Appendix C
  • Appendix C
    • z Values
    • z Values and Probabilities
    • Tables of the Normal Distribution
    • Finding a Probability of Observing a Value That Is Within ± z of the Mean or Outside of ± z
    • Finding an Area (Probability) That Is to the Left or to the Right of z
    • Points to Remember
    • Test Yourself
    • Answers
• Appendix D
  • Appendix D
• Company Index
  • Company Index
• Subject Index
  • Subject Index
• Additional Student Resources
  • Additional Student Resources
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  • Compute efficiency Text Alternative (Chapter 6)
  • A Muther grid with 8 departments Text Alternative (Chapter 6)
  • Muther grid into a 2 × 4 format Text Alternative (Chapter 6)
  • Rating grid into a 3 × 3 format Text Alternative (Chapter 6)
  • Figure 7.2 Text Alternative (Chapter 7)
  • Figure 7.3 Text Alternative (Chapter 7)
  • Figure 7.4 Text Alternative (Chapter 7)
  • Figure 7.5 Text Alternative (Chapter 7)
  • Example 7S–1 Solution Text Alternative (Chapter 7)
  • Figure 7S.4 Text Alternative (Chapter 7)
  • Plot each location’s fixed Text Alternative (Chapter 7)
  • Figure 8.1b Text Alternative (Chapter 8)
  • Figure 8.1c Text Alternative (Chapter 8)
  • Figure 9.1a Text Alternative (Chapter 9)
  • Figure 9.1b Text Alternative (Chapter 9)
  • Figure 9.2 Text Alternative (Chapter 9)
  • Figure 9.3 Text Alternative (Chapter 9)
  • Figure 9.4 Text Alternative (Chapter 9)
  • Figure 9.12 Text Alternative (Chapter 9)
  • Figure 10.3 Text Alternative (Chapter 10)
  • Figure 10.4b Text Alternative (Chapter 10)
  • Figure 10.5 Text Alternative (Chapter 10)
  • Figure 10.6 Text Alternative (Chapter 10)
  • Example 1 Text Alternative (Chapter 10)
  • Figure 10.10 Text Alternative (Chapter 10)
  • Figure 10.11 Text Alternative (Chapter 10)
  • Figure 10.15 Text Alternative (Chapter 10)
  • Figure 10.16 Text Alternative (Chapter 10)
  • Figure 10.18 Text Alternative (Chapter 10)
  • Specifications for a metal shaft Text Alternative (Chapter 10)
  • Process of Manufacturing the Part Text Alternative (Chapter 10)
  • Table 11.1 Text Alternative (Chapter 11)
  • Figure 11.1 Text Alternative (Chapter 11)
  • Figure 11.2 Text Alternative (Chapter 11)
  • Table 11.4 Text Alternative (Chapter 11)
  • Figure 11.3 Text Alternative (Chapter 11)
  • Table 11.5 Text Alternative (Chapter 11)
  • Table 11.6 Text Alternative (Chapter 11)
  • Figure 11.5 Text Alternative (Chapter 11)
  • Figure 11.6 Text Alternative (Chapter 11)
  • Figure 11.9 Text Alternative (Chapter 11)
  • Figure 11.11 Text Alternative (Chapter 11)
  • Figure 11.12 Text Alternative (Chapter 11)
  • Problem 2 Solution Text Alternative (Chapter 11)
  • Figure 12.2 Text Alternative (Chapter 12)
  • Arranging the annual dollar values Text Alternative (Chapter 12)
  • Figure 12.3 Text Alternative (Chapter 12)
  • Figure 12.4 Text Alternative (Chapter 12)
  • Figure 12.5 Text Alternative (Chapter 12)
  • Figure 12.6 Text Alternative (Chapter 12)
  • Figure 12.8 Text Alternative (Chapter 12)
  • Figure 12.9a Text Alternative (Chapter 12)
  • Figure 12.9b Text Alternative (Chapter 12)
  • Figure 12.12 Text Alternative (Chapter 12)
  • Figure 12.14 Text Alternative (Chapter 12)
  • Figure 12.15a Text Alternative (Chapter 12)
  • Figure 12.15b Text Alternative (Chapter 12)
  • Table 12.3 Text Alternative (Chapter 12)
  • Figure P S C inc scanner engine production process flowchart.
  • Figure 13.1 Text Alternative (Chapter 13)
  • Figure 13.2 Text Alternative (Chapter 13)
  • Figure 13.5 Text Alternative (Chapter 13)
  • Figure 13.6 Text Alternative (Chapter 13)
  • Finding the Quantity of Each Item in the Assembly Text Alternative (Chapter 13)
  • Solution to Finding the Quantity of Each Part Text Alternative (Chapter 13)
  • Figure 13.7 Text Alternative (Chapter 13)
  • Figure 13.8 Text Alternative (Chapter 13)
  • Figure 13.9 Text Alternative (Chapter 13)
  • Figure 13.10 Text Alternative (Chapter 13)
  • Figure 13.12 Text Alternative (Chapter 13)
  • Figure 13.14 Text Alternative (Chapter 13)
  • Figure 13.15 Text Alternative (Chapter 13)
  • Figure 13.16 Text Alternative (Chapter 13)
  • Figure 13.17 Text Alternative (Chapter 13)
  • Problem 1 Text Alternative (Chapter 13)
  • Product structure tree Text Alternative (Chapter 13)
  • Product Structure Tree with Quantities Text Alternative (Chapter 13)
  • Step 4: Enter Specified Beginning Inventory Text Alternative (Chapter 13)
  • Step 5: Enter the Master Schedule Quantities Text Alternative (Chapter 13)
  • Step 6: Complete the remainder Text Alternative (Chapter 13)
  • Master Schedule for E and Requirements Plans Text Alternative (Chapter 13)
  • MRP plan for scissors Text Alternative (Chapter 13)
  • Develop a material requirements plan Text Alternative (Chapter 13)
  • Tractor-Trailers Text Alternative (Chapter 13)
  • Inventory of furniture piece Text Alternative (Chapter 13)
  • Figure 14.1 Text Alternative (Chapter 14)
  • Figure 14.2 Text Alternative (Chapter 14)
  • Figure 14.4 Text Alternative (Chapter 14)
  • Figure 15.1 Text Alternative (Chapter 15)
  • Figure 15.3 Text Alternative (Chapter 15)
  • Figure 15.5 Text Alternative (Chapter 15)
  • Figure 1 Text Alternative (Chapter 15)
  • Before and After Text Alternative (Chapter 15)
  • Figure 16.1 Text Alternative (Chapter 16)
  • Figure 16.2 Text Alternative (Chapter 16)
  • Figure 16.3a Text Alternative (Chapter 16)
  • Figure 16.5 Text Alternative (Chapter 16)
  • Determine the minimum number Text Alternative (Chapter 16)
  • f. Determine the minimum number Text Alternative (Chapter 16)
  • Table 16.2 Text Alternative (Chapter 16)
  • Table 16.5 Text Alternative (Chapter 16)
  • Construct a Gantt chart Text Alternative (Chapter 16)
  • Make the first worker’s Text Alternative (Chapter 16)
  • Subtract one from each Text Alternative (Chapter 16)
  • Repeat the preceding step Text Alternative (Chapter 16)
  • c. Determine the minimum number Text Alternative (Chapter 16)
  • e. Determine the Test for optimality Text Alternative (Chapter 16)
  • Problem 6 Text Alternative (Chapter 16)
  • Figure 17.1 Text Alternative (Chapter 17)
  • Figure 17.3 Text Alternative (Chapter 17)
  • Figure 17.4 Text Alternative (Chapter 17)
  • Use a dummy activity Text Alternative (Chapter 17)
  • When activities share Text Alternative (Chapter 17)
  • Figure 17.5 Text Alternative (Chapter 17)
  • Figure 17.8 Text Alternative (Chapter 17)
  • AOA Diagram Text Alternative (Chapter 17)
  • A table lists various Text Alternative (Chapter 17)
  • A table lists activities Text Alternative (Chapter 17)
  • Figure 17.10 Text Alternative (Chapter 17)
  • An AOA diagram Text Alternative (Chapter 17)
  • Figure 17.12 Text Alternative (Chapter 17)
  • Figure 17.13 Text Alternative (Chapter 17)
  • AOA diagram Text Alternative (Chapter 17)
  • AON diagram Text Alternative (Chapter 17)
  • AOA Diagram with Brackets Set up Text Alternative (Chapter 17)
  • ES, EF, LF, and LS Times Text Alternative (Chapter 17)
  • Determine the Probability Text Alternative (Chapter 17)
  • AOA diagram Text Alternative (Chapter 17)
  • AON diagram Text Alternative (Chapter 17)
  • AOA diagram Text Alternative (Chapter 17)
  • AON diagram Text Alternative (Chapter 17)
  • AOA Diagram with 3 time Estimate Text Alternative (Chapter 17)
  • AOA Diagram Text Alternative (Chapter 17)
  • Figure 18.2 Text Alternative (Chapter 18)
  • Figure 18.3 Text Alternative (Chapter 18)
  • Figure 18.4 Text Alternative (Chapter 18)
  • Figure 18.5a Text Alternative (Chapter 18)
  • Figure 18.5b Text Alternative (Chapter 18)
  • Figure 18.7 Text Alternative (Chapter 18)
  • Solution to Example 4 Text Alternative (Chapter 18)
  • Excel solution for Example 8 Text Alternative (Chapter 18)
  • Screenshot of an open Microsoft Excel Text Alternative (Chapter 18)
  • The service cycle Text Alternative (Chapter 18)
  • Excel solution for Example 10 Text Alternative (Chapter 18)
  • Linear Programming Graph Text Alternative (Chapter 19)
  • Figure 19.5 Text Alternative (Chapter 19)
  • Figure 19.7 Text Alternative (Chapter 19)
  • Figure 19.8 Text Alternative (Chapter 19)
  • Figure 19.9 Text Alternative (Chapter 19)
  • Figure 19.10 Text Alternative (Chapter 19)
  • Figure 19.12 Text Alternative (Chapter 19)
  • Figure 19.15 Text Alternative (Chapter 19)
  • Figure 19.16 Text Alternative (Chapter 19)
  • Figure 19.17 Text Alternative (Chapter 19)
  • Figure 19.18 Text Alternative (Chapter 19)
  • Figure 19.19 Text Alternative (Chapter 19)
  • Linear programming graph Text Alternative (Chapter 19)
  • Solution to 4 Text Alternative (Appendix A)
  • A table compares the counts Text Alternative (Appendix A)
  • Example of master schedule Text Alternative (Appendix A)
  • Example of master schedule for E Text Alternative (Appendix A)
  • Example of master schedule Text Alternative (Appendix A)
  • Example of master schedule Text Alternative (Appendix A)
  • Example of master schedule Text Alternative (Appendix A)
  • A mathematical formula and a graph Text Alternative (Appendix B)
  • Figure.C.3 Text Alternative (Appendix)

  UM RAFBÆKUR Á HEIMKAUP.IS

  Bókahillan þín er þitt svæði og þar eru bækurnar þínar geymdar. Þú kemst í bókahilluna þína hvar og hvenær sem er í tölvu eða snjalltæki. Einfalt og þægilegt!
  
  Rafbók til eignar
  Rafbók til eignar þarf að hlaða niður á þau tæki sem þú vilt nota innan eins árs frá því bókin er keypt.
  
  Þú kemst í bækurnar hvar sem er
  Þú getur nálgast allar raf(skóla)bækurnar þínar á einu augabragði, hvar og hvenær sem er í bókahillunni þinni. Engin taska, enginn kyndill og ekkert vesen (hvað þá yfirvigt).
  
  Auðvelt að fletta og leita
  Þú getur flakkað milli síðna og kafla eins og þér hentar best og farið beint í ákveðna kafla úr efnisyfirlitinu. Í leitinni finnur þú orð, kafla eða síður í einum smelli.
  
  Glósur og yfirstrikanir
  Þú getur auðkennt textabrot með mismunandi litum og skrifað glósur að vild í rafbókina. Þú getur jafnvel séð glósur og yfirstrikanir hjá bekkjarsystkinum og kennara ef þeir leyfa það. Allt á einum stað.
  
  Hvað viltu sjá? / Þú ræður hvernig síðan lítur út
  Þú lagar síðuna að þínum þörfum. Stækkaðu eða minnkaðu myndir og texta með multi-level zoom til að sjá síðuna eins og þér hentar best í þínu námi.
  
  
  
  Fleiri góðir kostir
  - Þú getur prentað síður úr bókinni (innan þeirra marka sem útgefandinn setur)
  - Möguleiki á tengingu við annað stafrænt og gagnvirkt efni, svo sem myndbönd eða spurningar úr efninu
  - Auðvelt að afrita og líma efni/texta fyrir t.d. heimaverkefni eða ritgerðir
  - Styður tækni sem hjálpar nemendum með sjón- eða heyrnarskerðingu