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• Title Page
• Copyright Page
• Preface
• Acknowledgments
• About the Authors
• Contents
• CHAPTER 1 Introduction to Operations Management
• What is Operations Management?
• Differences between Manufacturing and Service Organizations
• Operations Management Decisions
• Historical Development
• Why OM?
• Historical Milestones
• The Industrial Revolution
• Scientific Management
• The Human Relations Movement
• Management Science
• The Computer Age
• Just-in-Time
• Total Quality Management
• Business Process Reengineering
• Flexibility
• Time-Based Competition
• Supply Chain Management
• Global Marketplace
• Sustainability and Green Operations
• Electronic Commerce
• Outsourcing and Flattening of the World
• Big Data Analytics
• Today’s OM Environment
• Operations Management in Practice
• Within OM: How It All Fits Together
• OM Across the Organization
• THE SUPPLY CHAIN LINK
• THE SUSTAINABILITY LINK
• Chapter Highlights
• Key Terms
• Discussion Questions
• CASE: Hightone Electronics, Inc.
• CASE: Creature Care Animal Clinic (A)
• INTERACTIVE CASE: Virtual Company
• INTERNET CHALLENGE: Demonstrating Your Knowledge of OM
• Selected Bibliography
• CHAPTER 2 Operations Strategy and Competitiveness
• The Role of Operations Strategy
• The Importance of Operations Strategy
• Developing a Business Strategy
• Mission
• Environmental Scanning
• Core Competencies
• Putting It Together
• Developing an Operations Strategy
• Competitive Priorities
• The Need for Trade-Offs
• Order Winners and Qualifiers
• Translating Competitive Priorities into Production Requirements
• Strategic Role of Technology
• Types of Technologies
• Technology as a Tool for Competitive Advantage
• Productivity
• Measuring Productivity
• Interpreting Productivity Measures
• Productivity and Competitiveness
• Productivity and the Service Sector
• Operations Strategy Within OM: How it All Fits Together
• Operations Strategy Across the Organization
• THE SUPPLY CHAIN LINK
• THE SUSTAINABILITY LINK
• Chapter Highlights
• Key Terms
• Formula Review
• Solved Problems
• Discussion Questions
• Problems
• CASE: Prime Bank of Massachusetts
• CASE: Boseman Oil and Petroleum (BOP)
• INTERACTIVE CASE: Virtual Company
• INTERNET CHALLENGE: Understanding Strategic Differences
• Selected Bibliography
• CHAPTER 3 Product Design and Process Selection
• Product Design
• Design of Services versus Goods
• The Product Design Process
• Idea Development
• Product Screening
• Preliminary Design and Testing
• Final Design
• Factors Impacting Product Design
• Design for Manufacture
• Product Life Cycle
• Concurrent Engineering
• Remanufacturing
• Process Selection
• Types of Processes
• Designing Processes
• Process Performance Metrics
• Linking Product Design and Process Selection
• Product Design Decisions
• Competitive Priorities
• Facility Layout
• Product and Service Strategy
• Degree of Vertical Integration
• Technology Decisions
• Information Technology
• Automation
• E-manufacturing
• Designing Services
• How Are Services Different from Manufacturing?
• How Are Services Classified?
• The Service Package
• Differing Service Designs
• Product Design and Process Selection Within OM: How It All Fits Together
• Product Design and Process Selection Across the Organization
• THE SUPPLY CHAIN LINK
• THE SUSTAINABILITY LINK
• Chapter Highlights
• Key Terms
• Formula Review
• Solved Problems
• Discussion Questions
• Problems
• CASE: Biddy’s Bakery (BB)
• CASE: Creature Care Animal Clinic (B)
• INTERACTIVE CASE: Virtual Company
• INTERNET CHALLENGE: Country Comfort Furniture
• Selected Bibliography
• CHAPTER 4 Supply Chain Management
• Basic Supply Chains
• Components of a Supply Chain for a Manufacturer
• A Supply Chain for a Service Organization
• The Bullwhip Effect
• Issues Affecting Supply Chain Management
• E-commerce and Supply Chains
• Consumer Expectations and Competition Resulting from E-commerce
• Globalization
• Infrastructure Issues
• Government Regulation and E-commerce
• Green Supply Chain Management
• The Role of Purchasing
• Traditional Purchasing and E-purchasing
• Sourcing Decisions
• Insourcing versus Outsourcing Decisions
• Developing Supplier Relationships
• How Many Suppliers?
• Developing Partnerships
• Supplier Management Ethics
• The Role of Warehouses
• Crossdocking
• Radio Frequency Identification Technology (RFID)
• Third-Party Service Providers
• Implementing Supply Chain Management
• Strategies for Leveraging Supply Chain Management
• Supply Chain Performance Metrics
• Supply Chain Management Within OM: How It All Fits Together
• SCM Across the Organization
• THE SUPPLY CHAIN LINK
• THE SUSTAINABILITY LINK
• Chapter Highlights
• Key Terms
• Formula Review
• Solved Problems
• Discussion Questions
• Problems
• CASE: Electronic Personal Heart Rate Monitors Supply Chain Management Game
• CASE: Supply Chain Management At Durham International Manufacturing Company (DIMCO)
• INTERACTIVE CASE: Virtual Company
• INTERNET CHALLENGE: Global Shopping
• Selected Bibliography
• CHAPTER 5 Total Quality Management
• Defining Quality
• Differences between Manufacturing and Service Organizations
• Cost of Quality
• The Evolution of Total Quality Management (TQM)
• Quality Gurus
• The Philosophy of TQM
• Customer Focus
• Continuous Improvement
• Employee Empowerment
• Use of Quality Tools
• Product Design
• Process Management
• Managing Supplier Quality
• Quality Awards and Standards
• The Malcolm Baldrige National Quality Award (MBNQA)
• The Deming Prize
• ISO 9000 Standards
• ISO Standards for Sustainability Reporting
• Why TQM Efforts Fail
• Total Quality Management (TQM) Within OM: How It All Fits Together
• Total Quality Management (TQM) Across the Organization
• THE SUPPLY CHAIN LINK
• THE SUSTAINABILITY LINK
• Chapter Highlights
• Key Terms
• Formula Review
• Solved Problems
• Discussion Questions
• Problems
• CASE: Gold Coast Advertising (GCA)
• CASE: Delta Plastics, Inc. (A)
• INTERACTIVE CASE: Virtual Company
• INTERNET CHALLENGE: Snyder Bakeries
• Selected Bibliography
• CHAPTER 6 Statistical Quality Control
• What Is Statistical Quality Control?
• Sources of Variation: Common and Assignable Causes
• Descriptive Statistics
• The Mean
• The Range and Standard Deviation
• Distribution of Data
• Statistical Process Control Methods
• Developing Control Charts
• Types of Control Charts
• Control Charts for Variables
• Mean (x-Bar) Charts
• Range (R) Charts
• Using Mean and Range Charts Together
• Control Charts for Attributes
• p-Charts
• c-Charts
• Process Capability
• Measuring Process Capability
• Six Sigma Quality
• Acceptance Sampling
• Sampling Plans
• Operating Characteristic (OC) Curves
• Developing OC Curves
• Average Outgoing Quality
• Implications for Managers
• How Much and How Often to Inspect
• Where to Inspect
• Which Tools to Use
• Statistical Quality Control in Services
• Statistical Quality Control (SQC) Within OM: How It All Fits Together
• Statistical Quality Control (SQC) Across the Organization
• THE SUPPLY CHAIN LINK
• THE SUSTAINABILITY LINK
• Chapter Highlights
• Key Terms
• Formula Review
• Solved Problems
• Discussion Questions
• Problems
• CASE: Scharadin Hotels
• CASE: Delta Plastics, Inc. (B)
• INTERACTIVE CASE: Virtual Company
• INTERNET CHALLENGE: Safe-Air
• Selected Bibliography
• CHAPTER 7 Just-in-Time and Lean Systems
• The Philosophy of JIT
• Eliminate Waste
• A Broad View of Operations
• Simplicity
• Continuous Improvement
• Visibility
• Flexibility
• Elements of JIT
• Just-in-Time Manufacturing
• Total Quality Management (TQM)
• Respect for People
• Just-in-Time Manufacturing
• The Pull System
• Kanban Production
• Variations of Kanban Production
• Small Lot Sizes and Quick Setups
• Uniform Plant Loading
• Flexible Resources
• Facility Layout
• Total Quality Management
• Product versus Process
• Quality at the Source
• Preventive Maintenance
• Work Environment
• Respect for People
• The Role of Production Employees
• Lifetime Employment
• The Role of Management
• Supplier Relationships
• Benefits of JIT
• Implementing JIT
• JIT in Services
• Improved Quality
• Uniform Facility Loading
• Use of Multifunction Workers
• Reductions in Cycle Time
• Minimizing Setup Times and Parallel Processing
• Workplace Organization
• JIT and Lean Systems Within OM: How It All Fits Together
• JIT and Lean Systems Across the Organization
• THE SUPPLY CHAIN LINK
• THE SUSTAINABILITY LINK
• Chapter Highlights
• Key Terms
• Formula Review
• Solved Problems
• Discussion Questions
• Problems
• CASE: Katz Carpeting
• CASE: Dixon Audio Systems
• INTERACTIVE CASE: Virtual Company
• INTERNET CHALLENGE: Truck-Fleet, Inc.
• Selected Bibliography
• CHAPTER 8 Forecasting
• Principles of Forecasting
• Steps in the Forecasting Process
• Types of Forecasting Methods
• Qualitative Methods
• Quantitative Methods
• Time Series Models
• Forecasting Level or Horizontal Pattern
• Forecasting Trend
• Forecasting Seasonality
• Causal Models
• Linear Regression
• Multiple Regression
• Measuring Forecast Accuracy
• Forecast Accuracy Measures
• Tracking Signal
• Selecting the Right Forecasting Model
• Forecasting Software
• Predictive Analytics and Forecasting
• Combining Forecasting
• Collaborative Planning, Forecasting, and Replenishment (CPFR)
• Forecasting Within OM: How It All Fits Together
• Forecasting Across the Organization
• THE SUPPLY CHAIN LINK
• THE SUSTAINABILITY LINK
• Chapter Highlights
• Key Terms
• Formula Review
• Solved Problems
• Discussion Questions
• Problems
• CASE: Bram-Wear
• CASE: The Emergency Room (Er) At Northwest General (A)
• INTERACTIVE CASE: Virtual Company
• INTERNET CHALLENGE: On-line Data Access
• Selected Bibliography
• CHAPTER 9 Capacity Planning and Facility Location
• Capacity Planning
• Why Is Capacity Planning Important?
• Measuring Capacity
• Capacity Considerations
• Making Capacity Planning Decisions
• Identify Capacity Requirements
• Develop Capacity Alternatives
• Evaluate Capacity Alternatives
• Decision Trees
• Location Analysis
• What Is Facility Location?
• Factors Affecting Location Decisions
• Globalization
• Making Location Decisions
• Procedure for Making Location Decisions
• Procedures for Evaluating Location Alternatives
• Capacity Planning and Facility Location Within OM: How It All Fits Together
• Capacity Planning and Facility Location Across the Organization
• THE SUPPLY CHAIN LINK
• THE SUSTAINABILITY LINK
• Chapter Highlights
• Key Terms
• Formula Review
• Solved Problems
• Discussion Questions
• Problems
• CASE: Data Tech, Inc.
• CASE: The Emergency Room (ER) At Northwest General (B)
• INTERACTIVE CASE: Virtual Company
• INTERNET CHALLENGE: EDS Office Supplies, Inc.
• Selected Bibliography
• CHAPTER 10 Facility Layout
• What Is Layout Planning?
• Types of Layouts
• Process Layouts
• Product Layouts
• Hybrid Layouts
• Fixed-Position Layouts
• Designing Process Layouts
• Step 1: Gather Information
• Step 2: Develop a Block Plan
• Step 3: Develop a Detailed Layout
• Special Cases of Process Layout
• Warehouse Layouts
• Office Layouts
• Designing Product Layouts
• Step 1: Identify Tasks and Their Immediate Predecessors
• Step 2: Determine Output Rate
• Step 3: Determine Cycle Time
• Step 4: Compute the Theoretical Minimum Number of Stations
• Step 5: Assign Tasks to Workstations (Balance the Line)
• Step 6: Compute Efficiency, Idle Time, and Balance Delay
• Other Considerations
• Group Technology (Cell) Layouts
• Facility Layout Within OM: How It All Fits Together
• Facility Layout Across the Organization
• THE SUPPLY CHAIN LINK
• THE SUSTAINABILITY LINK
• Chapter Highlights
• Key Terms
• Formula Review
• Solved Problems
• Discussion Questions
• Problems
• CASE: Sawhill Athletic Club (A)
• CASE: Sawhill Athletic Club (B)
• INTERACTIVE CASE: Virtual Company
• INTERNET CHALLENGE: DJ and Associates, Inc.
• Selected Bibliography
• CHAPTER 11 Work System Design
• Work System Design
• Job Design
• Job Design
• Machines or People?
• Level of Labor Specialization
• Eliminating Employee Boredom
• Team Approaches to Job Design
• The Alternative Workplace
• The Work Environment
• Methods Analysis
• Work Measurement
• Developing Standards
• Developing a Standard Work Sampling
• Learning Curve Theory
• Compensation
• Group Incentive Plans
• Incentive Plan Trends
• Work System Design Within OM: How It All Fits Together
• Work System Design Across the Organization
• THE SUPPLY CHAIN LINK
• THE SUSTAINABILITY LINK
• Chapter Highlights
• Key Terms
• Formula Review
• Solved Problems
• Discussion Questions
• Problems
• CASE: The Navigator III
• CASE: Northeast State University
• INTERACTIVE CASE: Virtual Company
• INTERNET CHALLENGE: E-commerce Job Design
• Selected Bibliography
• CHAPTER 12 Inventory Management
• Basic Inventory Principles
• How Manufacturers Use Inventory
• Inventory in Service Organizations
• Inventory Management Objectives
• Customer Service
• Cost-Efficient Operations
• Minimum Inventory Investment
• Relevant Inventory Costs
• ABC Inventory Classification
• Inventory Record Accuracy
• Determining Order Quantities
• Non-mathematical Techniques for Determining Order Quantity
• Mathematical Models for Determining Order Quantity
• The Single-Period Inventory Model
• Why Companies Don’t Always Use the Optimal Order Quantity
• How a Company Justifies Smaller Order Quantities
• Determining Safety Stock Levels
• The Periodic Review System
• Comparing Continuous Review Systems and Periodic Review Systems
• Inventory Management within OM: How It All Fits Together
• Inventory Management across the Organization
• THE SUPPLY CHAIN LINK
• THE SUSTAINABILITY LINK
• Chapter Highlights
• Key Terms
• Formula Review
• Solved Problems
• Discussion Questions
• Problems
• CASE: Fabqual Ltd.
• CASE: Kayaks!Incorporated
• INTERACTIVE CASE: Virtual Company
• INTERNET CHALLENGE: Community Fund-Raiser (A)
• Selected Bibliography
• CHAPTER 13 Aggregate Planning
• Business Planning
• Aggregate Planning Options
• Demand-Based Options
• Capacity-Based Options
• Evaluating the Current Situation
• Aggregate Plan Strategies
• Level Aggregate Plan
• Chase Aggregate Plan
• Hybrid Aggregate Plan
• Developing the Aggregate Plan
• Aggregate Plans for Companies with Tangible Products
• Aggregate Plans for Companies with Nontangible Products
• Aggregate Planning Within OM: How It All Fits Together
• Aggregate Planning Across the Organization
• THE SUPPLY CHAIN LINK
• THE SUSTAINABILITY LINK
• Chapter Highlights
• Key Terms
• Solved Problems
• Discussion Questions
• Problems
• CASE: Newmarket International Manufacturing Company (A)
• CASE: JPC, Inc.: Kitchen Countertops Manufacturer
• INTERACTIVE CASE: Virtual Company
• INTERNET CHALLENGE: Cruising
• Selected Bibliography
• CHAPTER 14 Resource Planning
• Enterprise Resource Planning
• The Evolution of ERP Systems
• The Benefits and Costs of ERP
• The Benefits of ERP Systems
• The Costs of ERP Systems
• Material Planning Systems
• An Overview of Material Planning Systems
• Objectives of MRP
• Types of Demand
• The Operating Logic of MRP
• How MRP Works
• Action Notices
• Comparing Different Lot Size Rules
• Capacity Requirements Planning (CRP)
• Resource Planning Within OM: How It All Fits Together
• Resource Planning Across the Organization
• THE SUPPLY CHAIN LINK
• THE SUSTAINABILITY LINK
• Chapter Highlights
• Key Terms
• Formula Review
• Solved Problems
• Discussion Questions
• Problems
• CASE: Newmarket International Manufacturing Company (B)
• CASE: Desserts By J.B.
• INTERACTIVE CASE: Virtual Company
• INTERNET CHALLENGE: The Gourmet Dinner
• Selected Bibliography
• CHAPTER 15 Scheduling
• Basic Scheduling Concepts
• Scheduling High-Volume Operations
• Scheduling Low-Volume Operations
• Shop Loading Methods
• Developing a Schedule of Operations
• Scheduling Performance Measures
• Using Different Priority Rules
• Sequencing Jobs through Two Work Centers
• Optimized Production Technology
• Scheduling Bottlenecks
• Theory of Constraints
• Scheduling Issues for Service Organizations
• Scheduling Techniques for Service Organizations
• Scheduling Employees
• Developing a Workforce Schedule
• Scheduling Within OM: Putting It All Together
• Scheduling Across the Organization
• THE SUPPLY CHAIN LINK
• THE SUSTAINABILITY LINK
• Chapter Highlights
• Key Terms
• Formula Review
• Solved Problems
• Discussion Questions
• Problems
• CASE: Air Traffic Controller School (ATCS)
• CASE: Scheduling At Red, White, And Blue Fireworks Company
• INTERACTIVE CASE: Virtual Company
• INTERNET CHALLENGE: Batter Up
• Selected Bibliography
• CHAPTER 16 Project Management
• The Project Life Cycle
• Project Management Concepts
• Step 1: Describe the Project
• Step 2: Diagram the Network
• Step 3: Estimate the Project’s Completion Time
• Step 3 (a): Deterministic Time Estimates
• Step 3 (b): Probabilistic Time Estimates
• Step 4: Monitor the Project’s Progression
• Estimating the Probability of Completion Dates
• Reducing Project Completion Time
• Crashing Projects
• The Critical Chain Approach
• Adding Safety Time
• Wasting Safety Time
• Project Management Within OM: How It All Fits Together
• Project Management OM Across the Organization
• THE SUPPLY CHAIN LINK
• THE SUSTAINABILITY LINK
• Chapter Highlights
• Key Terms
• Formula Review
• Solved Problems
• Discussion Questions
• Problems
• CASE: The Research Office Moves
• CASE: Writing A Textbook
• INTERACTIVE CASE: Virtual Company
• INTERNET CHALLENGE: Creating Memories
• Selected Bibliography
• Appendix A Solutions to Odd-Numbered Problems
• Appendix B The Standard Normal Distribution
• Appendix C p-Chart
• NAME INDEX
• SUBJECT INDEX
• EULA