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Part 1 SUPPLY CHAIN: A PERSPECTIVE FOR OPERATIONS MANAGEMENT |
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1 | (50) |
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Chapter 1 Introduction to Managing Operations Across the Supply Chain |
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2 | (22) |
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A Broad Definition of Supply Chain Operations Management |
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4 | (5) |
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Get Real: Why You Need to Study Operations Management |
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5 | (1) |
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Important Decisions in Supply Chain Operations Management |
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6 | (1) |
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Differences in Goods and Services Operations |
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6 | (1) |
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Processes and Process Thinking |
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7 | (2) |
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Operations Management Yesterday and Today: Growth of the Supply Chain Management Perspective |
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9 | (2) |
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Advances in Technology and Infrastructure |
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10 | (1) |
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Reduction in Governmental Barriers to Trade |
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10 | (1) |
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Focus on Core Capabilities |
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11 | (1) |
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11 | (1) |
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Viewing Operations Management from a Supply Chain Management Perspective |
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11 | (7) |
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Operations Management Partners Across the Supply Chain |
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12 | (1) |
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Cross-Functional Relationships in Operations Management |
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13 | (3) |
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The Changing Nature of Supply Chains |
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16 | (1) |
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Levels of Operational Planning Across the Supply Chain |
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16 | (1) |
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Get Real: Jobs in Operations Management |
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17 | (1) |
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How this Book Is Structured |
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18 | (6) |
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20 | (1) |
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21 | (1) |
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21 | (1) |
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Case: Business Textbook Supply Chain |
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22 | (1) |
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Selected Readings and Internet Sites |
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23 | (1) |
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Chapter 2 Operations and Supply Chain Strategy |
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24 | (27) |
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Levels of Strategic Planning |
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26 | (2) |
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Corporate Strategic Planning |
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27 | (1) |
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Business Unit Strategic Planning |
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27 | (1) |
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Functional Strategic Planning |
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27 | (1) |
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Developing Operations Strategy: Creating Value through Strategic Choices |
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28 | (9) |
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28 | (1) |
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Get Real: Huffy Bikes Targets It's Critical Customer |
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29 | (1) |
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Assessing Customer Wants and Needs |
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29 | (1) |
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Value Propositions and Competitive Priorities |
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30 | (1) |
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Get Real: Bosch CS20: Finding a New Order Winner by Changing the Way Customers Cut Straight Lines |
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30 | (1) |
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Product-Related Competitive Priorities |
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31 | (1) |
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Process-Related Competitive Priorities |
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32 | (2) |
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Get Real: IKEA: Growth through Supply Chain Innovation |
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34 | (1) |
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Get Real: Seven Cycles: Building a Bicycle Your Way |
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35 | (1) |
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Capabilities: Strengths and Limitations of Supply Chain Operations |
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35 | (2) |
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Maintaining the Fit between Customer Outcomes, Value Propositions, and Capabilities |
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37 | (1) |
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Deploying Operations Strategy: Creating Value through Execution |
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37 | (14) |
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Get Real: Apple Does Not Build a Low-Cost Netbook |
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37 | (1) |
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Feedback/Measurement: Communicating and Assessing Operations Strategy |
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38 | (1) |
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The Strategic Profit Model |
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39 | (3) |
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The Supply Chain Operational Reference Model |
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42 | (1) |
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43 | (1) |
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43 | (1) |
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44 | (1) |
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45 | (1) |
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46 | (1) |
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Case: Otis Toy Trains Explores the Supply Chain |
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47 | (1) |
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Case: Steinway & Sons Piano |
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48 | (1) |
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Case: Trail Frames Chassis |
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49 | (1) |
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Selected Readings and Internet Sites |
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50 | (1) |
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Part 2 FOUNDATIONS OF OPERATIONS MANAGEMENT |
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51 | (208) |
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Chapter 3 Managing Processes and Capabilities |
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52 | (28) |
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Processes and Process Thinking |
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54 | (1) |
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54 | (3) |
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55 | (1) |
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Get Real: States Reduce Waiting Times for Car License Renewals and Registrations |
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56 | (1) |
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Inputs, Outputs, and Flows |
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56 | (1) |
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56 | (1) |
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57 | (1) |
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Process Capacity and Utilization |
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57 | (2) |
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Principles of Process Performance: The Theory of Constraints |
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59 | (21) |
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Principle 1 Every Process Has a Constraint |
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60 | (2) |
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Principle 2 Every Process Contains Variance That Consumes Capacity |
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62 | (2) |
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Principle 3 Every Process Must be Managed as a System |
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64 | (1) |
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Get Real: Storyboarding: The Key to Success at Pixar |
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65 | (1) |
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Principle 4 Performance Measures Are Crucial to the Process's Success |
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66 | (1) |
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Principle 5 Every System Must Continuously Improve |
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66 | (1) |
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Business Process Reengineering: Radical Process Change |
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67 | (1) |
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Kaizen Events: Small Process Changes Made Quickly |
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67 | (1) |
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Get Real: Delta Faucet Uses a Kaizen Event to Improve Quality and Reduce Scrap |
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68 | (1) |
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69 | (1) |
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69 | (1) |
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70 | (1) |
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71 | (2) |
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73 | (2) |
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75 | (1) |
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Case: Midas Gold Juice Company |
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76 | (1) |
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Case: American Vinyl Products |
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77 | (2) |
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Selected Readings and Internet Sites |
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79 | (1) |
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Chapter 3 Supplement Process Mapping and Analysis |
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80 | (16) |
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The "Process" of Process Mapping and Analysis |
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81 | (1) |
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American Health and Medical Products (AHMP) |
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81 | (11) |
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Step 1 Identify the Desired Outcomes in Advance |
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82 | (1) |
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Step 2 Identify and Bound the Critical Process |
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82 | (1) |
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Step 3 Document the Existing Process (the "Current State" Map) |
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83 | (3) |
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Step 4 Analyze the Process and Identify Opportunities for Improvement |
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86 | (4) |
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Step 5 Recommend Appropriate Changes to the Process (the "Future State" Map) |
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90 | (2) |
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Step 6 Implement the Changes and Monitor Improvements |
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92 | (1) |
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Other Processing Mapping Tools |
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92 | (4) |
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94 | (1) |
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94 | (1) |
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94 | (1) |
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Selected Readings and Internet Sites |
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95 | (1) |
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Chapter 4 Product/Process Innovation |
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96 | (28) |
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The Role of Product/Process Innovation in Supply Chain Operations Management |
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98 | (3) |
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99 | (1) |
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How Product/Process Innovation Affects Firm Performance |
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100 | (1) |
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Operational Product/Process Innovation Competencies |
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101 | (4) |
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Idea and Opportunity Development |
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101 | (1) |
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Innovation Portfolio Planning |
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102 | (1) |
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Get Real: Procter and Gamble's Connect + Develop Process |
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102 | (1) |
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Innovation Project Management |
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103 | (1) |
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New Product/Process Launch and Learning |
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104 | (1) |
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104 | (1) |
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Product/Process Design and Development |
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105 | (11) |
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106 | (1) |
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Integrated Product/Process Design and Development: Concurrent Engineering |
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106 | (2) |
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108 | (5) |
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Design for Supply Chain Operations |
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113 | (2) |
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Get Real: Mattel's Serious Approach to DFM for Toys |
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115 | (1) |
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Enabling Technologies for Product/Process Innovation |
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116 | (8) |
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Get Real: TI Builds a Green Wafer Factory |
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117 | (2) |
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119 | (1) |
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119 | (1) |
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120 | (1) |
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120 | (1) |
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Case: The ALPHA Timer Development Project (A) |
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121 | (1) |
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Case: The ALPHA Timer Development Project (B) |
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122 | (1) |
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Selected Readings and Internet Sites |
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122 | (2) |
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Chapter 5 Manufacturing and Service Process Structures |
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124 | (30) |
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126 | (2) |
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Economies and Diseconomies of Scale |
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126 | (1) |
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Get Real: Demand Outpaced Capacity for the Wii |
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127 | (1) |
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Time Frame for Capacity Changes |
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128 | (1) |
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128 | (5) |
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129 | (3) |
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Aligning Process Structure and Market Orientation |
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132 | (1) |
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Get Real: Personalized M&Ms |
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132 | (1) |
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Unique Aspects of Service Processes |
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133 | (3) |
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133 | (1) |
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Managing Front-Office and Back-Office Processes |
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134 | (1) |
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135 | (1) |
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136 | (4) |
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136 | (1) |
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136 | (1) |
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137 | (1) |
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Line Balancing in Product Layouts |
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138 | (2) |
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140 | (1) |
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140 | (2) |
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Get Real: Starbucks Weighs the Pros and Cons of Automation |
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142 | (1) |
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Comparing Process Costs with Break-Even Analysis |
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142 | (12) |
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145 | (1) |
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145 | (1) |
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146 | (1) |
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146 | (3) |
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149 | (3) |
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152 | (1) |
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Selected Readings and Internet Sites |
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152 | (2) |
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Chapter 6 Managing Quality |
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154 | (30) |
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Defining the Dimensions of Quality |
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156 | (4) |
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Get Real: Ritz-Carlton: Where Quality Is Always First and Foremost |
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157 | (1) |
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Functional Roles in Quality Management |
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157 | (3) |
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Core Values and Concepts of Quality Management |
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160 | (1) |
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TQM: A "Total" View of Quality |
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160 | (8) |
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Recognizing the Total Impacts of Quality Performance |
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160 | (4) |
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Get Real: Applying Cost of Quality Analysis to a Hotel Restaurant |
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164 | (1) |
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An Inverted View of Management |
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165 | (1) |
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Process-Oriented Focus on Prevention and Problem Solving |
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166 | (1) |
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Viewing Quality Management As a Never Ending Quest |
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167 | (1) |
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Building an Organizational Culture Around Quality |
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167 | (1) |
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Guiding Methodologies for Quality Management |
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168 | (5) |
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Plan-Do-Check-Act Cycles (Deming Wheel) |
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168 | (1) |
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Six Sigma: A Systematic Approach to Quality Management |
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169 | (2) |
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DMAIC: The Six Sigma Process |
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171 | (1) |
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172 | (1) |
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Get Real: Applying DMAIC to Cough Drops |
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172 | (1) |
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173 | (1) |
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Cartifying Progress in Quality Management |
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173 | (11) |
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ISO 9000: An International Quality Standard |
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173 | (1) |
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Get Real: Does Six Sigma Stifle Innovation? |
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174 | (1) |
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Attaining ISO 9000 Certification |
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174 | (1) |
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The Malcolm Baldrige Quality Award |
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175 | (4) |
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179 | (1) |
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179 | (1) |
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180 | (1) |
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Case: A Comment on Management Attitude |
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180 | (2) |
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Selected Readings and Internet Sites |
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182 | (2) |
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Chapter 6 Supplement Quality Improvement Tools |
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184 | (26) |
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185 | (1) |
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Standard Problem Solving Approach |
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185 | (1) |
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Quality Improvement Tools |
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185 | (25) |
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Pear Computer: Using Quality Tools to Improve Performance |
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186 | (1) |
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186 | (2) |
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Cause and Effect Diagrams |
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188 | (1) |
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189 | (1) |
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190 | (1) |
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191 | (2) |
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193 | (1) |
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Process Capability Analysis: Cp and Cpk |
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193 | (3) |
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196 | (5) |
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Taguchi Methods/Design of Experiments |
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201 | (1) |
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Other Quality Control Tools |
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201 | (1) |
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202 | (1) |
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202 | (1) |
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203 | (2) |
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205 | (4) |
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Selected Readings and Internet Sites |
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209 | (1) |
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Chapter 7 Understanding Inventory Fundamentals |
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210 | (24) |
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Types and Roles of Inventory |
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212 | (1) |
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212 | (1) |
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213 | (1) |
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The Financial Impact of Inventory |
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213 | (2) |
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Balance Sheet Considerations |
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214 | (1) |
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Costs Related to Inventory |
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214 | (1) |
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Measures of Inventory Performance |
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215 | (4) |
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Asset Productivity: Inventory Turnover and Days of Supply |
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215 | (3) |
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218 | (1) |
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Get Real: How Amazon Aims to Keep You Clicking |
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219 | (1) |
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219 | (6) |
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Inventory Classification: ABC Analysis |
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220 | (2) |
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Inventory Information Systems and Accuracy |
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222 | (2) |
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Get Real: American Apparel Introduces RFID |
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224 | (1) |
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Managing Inventory Across the Supply Chain |
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225 | (9) |
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Inventory Value in the Supply Chain |
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225 | (1) |
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225 | (1) |
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Integrated Supply Chain Inventory Management |
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226 | (1) |
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Get Real: Vendor-Managed Inventory at Stryker Instruments |
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227 | (1) |
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228 | (1) |
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228 | (1) |
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229 | (1) |
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229 | (2) |
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231 | (1) |
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Case: Inventory at Champion Electric |
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232 | (1) |
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Selected Readings and Internet Sites |
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232 | (2) |
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234 | (25) |
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236 | (8) |
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Origins of Lean Systems and Just-in-Time Production |
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237 | (2) |
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Strategic Benefit of Lean Systems |
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239 | (1) |
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Lean Systems Objectives, Culture, and Guiding Principles |
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239 | (3) |
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Get Real: "Picturing" Waste and Value: A Process Mapping Story |
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242 | (2) |
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Implementing Lean Systems: Tools and Techniques |
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244 | (7) |
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Total Productive Maintenance (TPM) |
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244 | (1) |
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Group Technology---Cellular Manufacturing |
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245 | (1) |
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245 | (1) |
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245 | (1) |
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Get Real: Applying the Focused Factory Idea to an Insurance Firm |
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246 | (1) |
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246 | (1) |
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Level, Mixed-Model Scheduling |
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246 | (1) |
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Get Real: Using Kanbans to Schedule a Steel Mill |
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247 | (1) |
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247 | (1) |
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Statistical Process Control |
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248 | (1) |
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248 | (1) |
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248 | (1) |
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Get Real: Example of Visual Control in Action: Andon Board |
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249 | (1) |
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249 | (1) |
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Get Real: Using an Andon Board to Spot a Problem |
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249 | (1) |
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Process Analysis/Value Stream Mapping |
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250 | (1) |
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250 | (1) |
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251 | (1) |
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Simplification/Standardization |
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251 | (1) |
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Lean Systems: Range of Application |
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251 | (8) |
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Applying Lean Systems within the Firm |
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252 | (1) |
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Applying Lean Systems Across the Supply Chain |
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252 | (1) |
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Applying Lean Systems to Product Innovation |
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253 | (2) |
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255 | (1) |
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256 | (1) |
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256 | (1) |
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Case: Good Guy Hospital Supply |
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257 | (1) |
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Selected Readings and Internet Sites |
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258 | (1) |
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Part 3 INTEGRATING RELATIONSHIPS ACROSS THE SUPPLY CHAIN |
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259 | (82) |
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Chapter 9 Customer Management |
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260 | (22) |
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263 | (4) |
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263 | (1) |
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264 | (1) |
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265 | (1) |
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266 | (1) |
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Limitations of Customer Service |
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266 | (1) |
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267 | (4) |
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267 | (1) |
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Customer Satisfaction Model |
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268 | (2) |
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Limitations of Customer Satisfaction |
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270 | (1) |
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271 | (4) |
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Achieving Customer Success |
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271 | (1) |
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Get Real: Co-Opting Change at True Value |
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272 | (1) |
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Customer Relationship Management |
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273 | (1) |
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Get Real: Amazon's Automated CRM Technology |
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274 | (1) |
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Customer Management and Relationship Strategy |
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275 | (7) |
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276 | (1) |
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277 | (1) |
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277 | (1) |
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278 | (1) |
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278 | (1) |
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279 | (2) |
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Selected Readings and Internet Sites |
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281 | (1) |
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Chapter 10 Supply Management |
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282 | (28) |
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Supply Management's Impact on Firm and Supply Chain Performance |
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284 | (5) |
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Ensure Timely Availability of Resources |
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284 | (1) |
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285 | (1) |
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Get Real: Rethinking Outsourcing in Fashion |
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286 | (1) |
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287 | (1) |
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Access Technology and Innovation |
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287 | (1) |
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Get Real: Supplier Quality Causes Problems for Audi |
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287 | (1) |
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Foster Social Responsibility |
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288 | (1) |
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Make an Insourcing/Outsourcing Decision |
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289 | (2) |
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Examining the Strategic Sourcing Process |
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291 | (1) |
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Analyze Spend and Understand Supply Markets |
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292 | (1) |
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Develop a Sourcing Strategy |
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292 | (4) |
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293 | (1) |
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Capabilities and Location |
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294 | (1) |
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Type of Supplier Relationship and Contract Length |
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294 | (1) |
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Get Real: Supplier Partnerships at Ford Brazil |
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295 | (1) |
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Identify Potential Suppliers |
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296 | (1) |
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Assess and Select Suppliers |
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296 | (3) |
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296 | (2) |
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298 | (1) |
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298 | (1) |
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Manage the Ongoing Supplier Relationship |
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299 | (11) |
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Information Sharing and Coordination with Suppliers |
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299 | (1) |
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Supplier Performance Monitoring and Improvement |
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300 | (1) |
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Supplier Relationship Management (SRM) |
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300 | (1) |
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301 | (1) |
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301 | (1) |
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302 | (1) |
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302 | (1) |
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303 | (3) |
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Case: Strategic Sourcing at Best Banks |
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306 | (1) |
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Case: Trail Frames Chassis: Insourcing/Outsourcing Decision |
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306 | (2) |
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Selected Readings and Internet Sites |
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308 | (2) |
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Chapter 11 Logistics Management |
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310 | (31) |
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The Role of Logistics in Supply Chain Management |
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312 | (3) |
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Logistics Service Benefits |
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313 | (1) |
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Logistics Cost Minimization |
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313 | (1) |
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314 | (1) |
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314 | (1) |
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Transportation Management |
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315 | (7) |
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Government's Role in Transportation |
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315 | (1) |
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316 | (1) |
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316 | (1) |
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317 | (4) |
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321 | (1) |
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Transportation Service Selection |
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321 | (1) |
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322 | (4) |
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Primary Functions of Warehousing |
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322 | (3) |
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Get Real: Cross-Docking Spruces Up Urban Outfitters |
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325 | (1) |
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325 | (1) |
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Materials Handling and Packaging |
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326 | (2) |
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Get Real: General Dynamics Develops AS/RS for the Navy |
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328 | (1) |
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328 | (4) |
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329 | (1) |
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330 | (1) |
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331 | (1) |
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Integrated Service Providers |
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332 | (9) |
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Get Real: Kimberly-Clark Redesigns the Network |
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333 | (1) |
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334 | (1) |
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334 | (1) |
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335 | (1) |
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335 | (1) |
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336 | (2) |
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338 | (1) |
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Selected Readings and Internet Sites |
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339 | (2) |
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Part 4 PLANNING FOR INTEGRATED OPERATIONS ACROSS THE SUPPLY CHAIN |
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341 | (138) |
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Chapter 12 Demand Planning: Forecasting and Demand Management |
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342 | (28) |
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Demand Planning: An Overview |
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344 | (2) |
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The Role That Demand Planning Plays in Operations Management |
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344 | (1) |
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345 | (1) |
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346 | (10) |
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346 | (1) |
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Get Real: The Tribune's Famous I allacious Forecast |
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346 | (1) |
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Designing a Forecasting Process |
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347 | (2) |
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Judgment-Based Forecasting |
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349 | (1) |
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Get Real: Two Examples of Grassroots Forecasting |
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350 | (1) |
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Statistical Model-Based Forecasting |
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350 | (6) |
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Assessing the Performance of the Forecasting Process |
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356 | (2) |
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358 | (1) |
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Improving the Constraints on Demand Planning |
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359 | (11) |
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Improving Information Accuracy and Timeliness |
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359 | (1) |
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Get Real: Destination Maternity Corporation, Customer Quickstep |
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360 | (1) |
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360 | (1) |
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Get Real: Calyx and Corolla Delivers Freshness by Redesigning the Supply Chain |
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361 | (1) |
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361 | (1) |
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Collaborating and Sharing Information |
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361 | (1) |
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Get Real: HP Improves the Constraints on Forecasting through Postponement |
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362 | (1) |
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363 | (1) |
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364 | (1) |
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364 | (1) |
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365 | (1) |
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366 | (2) |
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368 | (1) |
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Selected Readings and Internet Sites |
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369 | (1) |
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Chapter 12 Supplement Advanced Forecasting and Tracking Models |
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370 | (20) |
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371 | (4) |
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Exponential Smoothing with Trend Effects |
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371 | (1) |
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Determining Trend Factors |
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372 | (1) |
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Simple Linear Regression: Time Series |
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372 | (2) |
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Simple Linear Regression: Causal Modeling |
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374 | (1) |
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375 | (1) |
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Adjusting Forecasts for Seasonality |
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375 | (4) |
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Forecast Error and Signal Tracking |
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379 | (11) |
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Tracking Forecast Error Acceptability |
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381 | (2) |
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383 | (1) |
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383 | (1) |
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383 | (1) |
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384 | (3) |
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387 | (2) |
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389 | (1) |
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Chapter 13 Sales and Operations Planning |
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390 | (28) |
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Sales and Operations Planning |
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392 | (4) |
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393 | (1) |
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394 | (1) |
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Get Real: One-Number Forecasting at Heinz |
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394 | (2) |
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Aggregate Production Planning |
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396 | (4) |
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Relevant Aggregate Planning Costs |
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396 | (1) |
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Aggregate Production Strategies |
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397 | (2) |
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Get Real: Canon Struggles to Shrink Level of Digital Camera Inventory |
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399 | (1) |
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Creating an Aggregate Production Plan |
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400 | (5) |
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401 | (1) |
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401 | (3) |
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404 | (1) |
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Comparing Aggregate Production Plans |
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404 | (1) |
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Aggregate Planning for Service Industries |
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405 | (13) |
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405 | (1) |
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Get Real: Yield Management in the Hotel Industry |
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406 | (1) |
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An Example of a Service Aggregate Plan |
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407 | (2) |
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409 | (1) |
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409 | (1) |
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409 | (1) |
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410 | (1) |
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411 | (4) |
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Case: Med-Chem Products: Hospital Division |
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415 | (2) |
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Selected Readings and Internet Sites |
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417 | (1) |
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Chapter 14 Independent Demand Inventory Planning |
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418 | (28) |
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The Continuous Review Model |
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420 | (11) |
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The Case of No Variability |
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420 | (1) |
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How Much to Order: Economic Order Quantity |
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421 | (2) |
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When to Order: The Reorder Point |
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423 | (1) |
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424 | (2) |
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Get Real: Pentagon Buys Components in Bulk |
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426 | (1) |
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Enter Variability and Uncertainty |
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427 | (1) |
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Determining the Standard Deviation of Demand During Lead Time |
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428 | (1) |
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Determining a Service Level Policy |
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428 | (2) |
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Revisiting ROP and Average Inventory |
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430 | (1) |
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The Periodic Review Model |
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431 | (1) |
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Single Period Inventory Model |
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432 | (2) |
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Impact of Location on Inventory |
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434 | (1) |
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Managerial Approaches to Reducing Inventory Costs |
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435 | (11) |
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435 | (1) |
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435 | (1) |
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436 | (1) |
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Implementing Inventory Models |
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436 | (1) |
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Get Real: Tractor Supply Company |
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437 | (1) |
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438 | (1) |
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438 | (1) |
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439 | (1) |
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439 | (3) |
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442 | (3) |
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Selected Readings and Internet Sites |
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445 | (1) |
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Chapter 15 Materials and Resource Requirements Planning |
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446 | (33) |
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Materials Requirements Planning (MRP) |
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449 | (1) |
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449 | (6) |
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Get Real: MRP in Services |
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450 | (1) |
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451 | (1) |
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Master Production Schedule (MPS) |
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451 | (3) |
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454 | (1) |
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455 | (4) |
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459 | (2) |
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Distribution Requirements Planning (DRP) |
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461 | (1) |
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Understanding Capacity Requirements Planning (CRP) |
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462 | (1) |
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Advances In Planning Systems |
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463 | (16) |
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Enterprise Resource Planning (ERP) |
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464 | (1) |
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Advanced Planning and Scheduling (APS) |
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464 | (1) |
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Get Real: ERP Improves Performance at Elizabeth Arden Red Door Spas |
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465 | (1) |
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465 | (1) |
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466 | (1) |
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466 | (1) |
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467 | (2) |
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469 | (7) |
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Case: The Casual Furniture Company |
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|
476 | (2) |
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Selected Readings and Internet Sites |
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478 | (1) |
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Part 5 MANAGING CHANGE IN SUPPLY CHAIN OPERATIONS |
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|
479 | (71) |
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Chapter 16 Project Management |
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480 | (32) |
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Projects and Project Management |
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482 | (3) |
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483 | (1) |
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Stages in the Life of a Project |
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484 | (1) |
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|
485 | (4) |
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Organizing the Project: Pure, Functional, and Matrix Projects |
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|
485 | (2) |
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Selecting a Project Manager |
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|
487 | (1) |
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|
488 | (1) |
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Establishing a Project Charter |
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489 | (1) |
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|
489 | (10) |
|
Budgeting for Time and Cost |
|
|
490 | (1) |
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Get Real: Managing an "Olympic"-Sized Project |
|
|
491 | (1) |
|
Detailed Scheduling Using the Critical Path Method |
|
|
492 | (1) |
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Get Real: The History of CPM and PERT |
|
|
492 | (4) |
|
Analyzing Resources and Trade-Offs |
|
|
496 | (1) |
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Making Time-Cost-Scope Trade-Offs |
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|
496 | (1) |
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|
496 | (1) |
|
Get Real: Project Management Software Helps Get the Job Done |
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|
497 | (2) |
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|
499 | (1) |
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|
500 | (1) |
|
Managing a Portfollo of Projects |
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|
501 | (11) |
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502 | (1) |
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|
502 | (1) |
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503 | (1) |
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503 | (3) |
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506 | (3) |
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Case: Monolith Productions |
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|
509 | (2) |
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Selected Readings and Internet Sites |
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|
511 | (1) |
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Chapter 16 Supplement Advanced Methods for Project Scheduling |
|
|
512 | (14) |
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Project Crashing: Making Time-Cost Trade-Offs |
|
|
513 | (3) |
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Scheduling a Project with Probabilistic Task Duration Estimates |
|
|
516 | (10) |
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519 | (1) |
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519 | (1) |
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519 | (1) |
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|
520 | (3) |
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|
523 | (2) |
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Selected Readings and Internet Sites |
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|
525 | (1) |
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Chapter 17 Evolving Business Models and Change Drivers in the Supply Chain |
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|
526 | (24) |
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The Business Model: The Vehicle for Integration and Competitive Advantage |
|
|
528 | (1) |
|
Capability Enabling Technologies In the Supply Chain |
|
|
529 | (5) |
|
Sustainable Operations Management |
|
|
534 | (5) |
|
|
534 | (1) |
|
Get Real: Computer Makers Make Environmental Responsibility a Corporate Priority |
|
|
534 | (2) |
|
Get Real: Herman Miller Goes Green with the Mirra Chair |
|
|
536 | (1) |
|
Preventing Rather than Minimizing Waste |
|
|
537 | (1) |
|
Incorporating Sustainability into Operations Objectives |
|
|
537 | (1) |
|
ISO 14000: The Standard for Environmental Management Systems |
|
|
537 | (2) |
|
Operations Management, People, and Culture |
|
|
539 | (11) |
|
|
539 | (1) |
|
Get Real: Dabbawallahs: Managing the Lunchtime Food Supply Chain in Bombay, India |
|
|
540 | (1) |
|
|
541 | (1) |
|
Get Real: Zappos Culture Sows Spirit |
|
|
542 | (1) |
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|
542 | (1) |
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|
543 | (1) |
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|
543 | (1) |
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|
544 | (1) |
|
|
545 | (1) |
|
Case: Western Telephone Manufacturers |
|
|
545 | (2) |
|
|
547 | (2) |
|
Selected Readings and Internet Sites |
|
|
549 | (1) |
APPENDIX A Table of Cumulative Probability of the Normal Distribution (One-Tail) |
|
550 | (1) |
APPENDIX B Answers to Selected Problems |
|
551 | (12) |
Photo Credits |
|
563 | (1) |
Name Index |
|
564 | (3) |
Subject Index |
|
567 | |