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• Title Page
• Copyright
• Dedication
• Brief Contents
• Contents
• Preface
• Acknowledgments
• About the Authors
• 1. Using Operations To Create Value
• Apple Inc.
• Role of Operations in an Organization
• Historical Evolution and Perspectives
• A Process View
• How Processes Work
• Nested Processes
• Service and Manufacturing Processes
• A Supply Chain View
• Core Processes
• Support Processes
• Supply Chain Processes
• Operations Strategy
• Corporate Strategy
• Market Analysis
• Competitive Priorities and Capabilities
• Managerial Practice 1.1 Zara
• Order Winners and Qualifiers
• Using Competitive Priorities: An Airline Example
• Identifying Gaps Between Competitive Priorities and Capabilities
• Trends and Challenges in Operations Management
• Productivity Improvement
• Global Competition
• Ethical, Workforce Diversity, and Environmental Issues
• Fourth Industrial Revolution (Industry 4.0)
• The Internet of Things
• Additive Manufacturing
• Developing Skills for Your Career
• Adding Value with Process Innovation
• Learning Objectives in Review
• Key Equations
• Key Terms
• Solved Problems
• Discussion Questions
• Problems
• Case Chad’s Creative Concepts
• Video Case Using Operations to Create Value at Crayola
• Supplement A. Decision Making
• Break-Even Analysis
• Evaluating Services or Products
• Evaluating Processes
• Preference Matrix
• Decision Theory
• Decision Making Under Certainty
• Decision Making Under Uncertainty
• Decision Making Under Risk
• Decision Trees
• Learning Objectives in Review
• Key Equations
• Key Terms
• Solved Problems
• Problems
• Part 1. Managing Processes
• 2. Process Strategy And Analysis
• CVS Pharmacy
• Process Structure in Services
• Customer-Contact Matrix
• Service Process Structuring
• Process Structure in Manufacturing
• Product-Process Matrix
• Manufacturing Process Structuring
• Production and Inventory Strategies
• Layout
• Process Strategy Decisions
• Customer Involvement
• Resource Flexibility
• Capital Intensity
• Strategic Fit
• Decision Patterns for Service Processes
• Decision Patterns for Manufacturing Processes
• Gaining Focus
• Managerial Practice 2.1 Plants-Within-a-Plant at Ford Camacari
• Strategies for Change
• Process Reengineering
• Process Improvement
• Managerial Challenge Marketing
• Process Analysis
• Defining, Measuring, and Analyzing the Process
• Flowcharts
• Work Measurement Techniques
• Process Charts
• Data Analysis Tools
• Redesigning and Managing Process Improvements
• Questioning and Brainstorming
• Benchmarking
• Implementing
• Learning Objectives in Review
• Key Terms
• Solved Problems
• Discussion Questions
• Problems
• Active Model Exercise
• Case Custom Molds, Inc.
• Case José’s Authentic Mexican Restaurant
• Video Case Process Strategy and Analysis at Cleveland Clinic
• 3. Quality And Performance
• Lego
• Costs of Quality
• Prevention Costs
• Appraisal Costs
• Internal Failure Costs
• External Failure Costs
• Ethical Failure Costs
• Total Quality Management and Six Sigma
• Total Quality Management
• Managerial Practice 3.1 Improving Quality Through Employee Involvement at Santa Cruz Guitar Company
• Six Sigma
• Acceptance Sampling
• Managerial Challenge Accounting
• Statistical Process Control
• Variation of Outputs
• Control Charts
• Control Charts for Variables
• Control Charts for Attributes
• Process Capability
• Defining Process Capability
• Using Continuous Improvement to Determine the Capability of a Process
• International Quality Documentation Standards and Awards
• The ISO 9001:2015 Documentation Standards
• Malcolm Baldrige Performance Excellence Program
• Systems Approach to Total Quality Management
• Learning Objectives in Review
• Key Equations
• Key Terms
• Solved Problems
• Discussion Questions
• Problems
• Active Model Exercise
• Experiential Learning 3.1 Statistical Process Control with a Coin Catapult
• Video Case Quality at Axon
• 4. Lean Systems
• Nike, Inc.
• Continuous Improvement Using a Lean Systems Approach
• Managerial Challenge Finance
• Strategic Characteristics of Lean Systems
• Supply Chain Considerations in Lean Systems
• Process Considerations in Lean Systems
• Managerial Practice 4.1 Alcoa
• Toyota Production System
• Designing Lean System Layouts
• One Worker, Multiple Machines
• Group Technology
• The Kanban System
• General Operating Rules
• Determining the Number of Containers
• Other Kanban Signals
• Value Stream Mapping
• Current State Map
• Future State Map
• Operational Benefits and Implementation Issues
• Organizational Considerations
• Process Considerations
• Inventory and Scheduling
• Learning Objectives in Review
• Key Equations
• Key Terms
• Solved Problems
• Discussion Questions
• Problems
• Case Copper Kettle Catering
• Video Case Lean Systems at Autoliv
• 5. Capacity Planning
• 3M
• Planning Long-Term Capacity
• Measures of Capacity and Utilization
• Economies of Scale
• Diseconomies of Scale
• Capacity Timing and Sizing Strategies
• Sizing Capacity Cushions
• Timing and Sizing Expansion
• Linking Capacity and Other Decisions
• Managerial Challenge Operations
• A Systematic Approach to Long-Term Capacity Decisions
• Step 1: Estimate Capacity Requirements
• Step 2: Identify Gaps
• Step 3: Develop Alternatives
• Step 4: Evaluate the Alternatives
• Tools for Capacity Planning
• Managerial Practice 5.1 Capacity Planning at PacifiCorp
• Waiting-Line Models
• Simulation
• Decision Trees
• Learning Objectives in Review
• Key Equations
• Key Terms
• Solved Problems
• Discussion Questions
• Problems
• Case Fitness Plus, Part A
• Video Case Gate Turnaround at Southwest Airlines
• Supplement B. Waiting Lines
• Structure of Waiting-Line Problems
• Customer Population
• The Service System
• Priority Rule
• Probability Distributions
• Arrival Distribution
• Service Time Distribution
• Using Waiting-Line Models to Analyze Operations
• Single-Server Model
• Multiple-Server Model
• Little’s Law
• Finite-Source Model
• Waiting Lines and Simulation
• SimQuick
• Decision Areas for Management
• Learning Objectives in Review
• Key Equations
• Key Terms
• Solved Problem
• Problems
• 6. Constraint Management
• Microsoft Corporation
• Managerial Challenge Marketing
• The Theory of Constraints
• Key Principles of the TOC
• Managing Bottlenecks in Service Processes
• Managing Bottlenecks in Manufacturing Processes
• Identifying Bottlenecks
• Relieving Bottlenecks
• Managerial Practice 6.1 Theory of Constraints (TOC) and Drum-Buffer-Rope (DBR) at Steelo Limited
• Applying the Theory of Constraints to Product Mix Decisions
• Managing Constraints in Line Processes
• Line Balancing
• Rebalancing the Assembly Line
• Managerial Considerations
• Learning Objectives in Review
• Key Equations
• Key Terms
• Solved Problems
• Discussion Questions
• Problems
• Experiential Learning 6.1 Min-Yo Garment Company
• Video Case Managing Constraints for Caregivers and Patients at Cleveland Clinic During COVID-19
• 7. Project Management
• Burj Khalifa
• Defining and Organizing Projects
• Defining the Scope and Objectives of a Project
• Selecting the Project Manager and Team
• Recognizing Organizational Structure
• Managerial Challenge Marketing
• Constructing Project Networks
• Defining the Work Breakdown Structure
• Diagramming the Network
• Managerial Practice 7.1 Cleveland Clinic
• Developing the Project Schedule
• Critical Path
• Project Schedule
• Activity Slack
• Analyzing Cost–Time Trade-Offs
• Cost to Crash
• Minimizing Costs
• Assessing and Analyzing Risks
• Risk-Management Plans
• Statistical Analysis
• Analyzing Probabilities
• Near-Critical Paths
• Risk Caused by Changing Requirements: Scrum
• Monitoring and Controlling Projects
• Monitoring Project Status
• Monitoring Project Resources
• Controlling Projects
• Learning Objectives in Review
• Key Equations
• Key Terms
• Solved Problems
• Discussion Questions
• Problems
• Active Model Exercise
• Case The Pert Mustang
• Video Case Project Management at Choice Hotels International
• Part 2. Managing Customer Demand
• 8. Forecasting
• Starbucks
• Managing Demand
• Demand Patterns
• Demand Management Options
• Key Decisions on Making Forecasts
• Deciding What to Forecast
• Choosing the Type of Forecasting Technique
• Managerial Challenge Information Technology
• Forecast Error
• Cumulative Sum of Forecast Errors
• Dispersion of Forecast Errors
• Mean Absolute Percent Error
• Computer Support
• Judgment Methods
• Causal Methods: Linear Regression
• Time-Series Methods
• Naïve Forecast
• Horizontal Patterns: Estimating the Average
• Trend Patterns: Using Regression
• Seasonal Patterns: Using Seasonal Factors
• Criteria for Selecting Time-Series Methods
• Big Data and the Forecasting Process
• Big Data
• Managerial Practice 8.1 Big Data and Health Care Forecasting
• A Typical Forecasting Process
• Learning Objectives in Review
• Key Equations
• Key Terms
• Solved Problems
• Discussion Questions
• Problems
• Experiential Learning 8.1 Forecasting a Vital Energy Statistic
• Case Yankee Fork and Hoe Company
• Video Case Forecasting and Supply Chain Management at Deckers Outdoor Corporation
• 9. Inventory Management
• Ford’s Smart Inventory Management System (SIMS)
• Inventory Trade-Offs
• Pressures for Small Inventories
• Pressures for Large Inventories
• Managerial Challenge Finance
• Types of Inventory
• Accounting Inventories
• Operational Inventories
• Inventory Reduction Tactics
• Cycle Inventory
• Safety Stock Inventory
• Anticipation Inventory
• Pipeline Inventory
• ABC Analysis
• Economic Order Quantity
• Calculating the EOQ
• Managerial Insights from the EOQ
• Continuous Review System
• Selecting the Reorder Point When Demand and Lead Time Are Constant
• Selecting the Reorder Point When Demand Is Variable and Lead Time Is Constant
• Selecting the Reorder Point When Both Demand and Lead Time Are Variable
• Systems Based on the Q System
• Calculating Total Q System Costs
• Advantages of the Q System
• Periodic Review System
• Selecting the Time Between Reviews
• Selecting the Target Inventory Level When Demand Is Variable and Lead Time Is Constant
• Selecting the Target Inventory Level When Demand and Lead Time Are Variable
• Calculating Total P System Costs
• Advantages of the P System
• Systems Based on the P System
• Managerial Practice 9.1 Inventory Management at IKEA
• Learning Objectives in Review
• Key Equations
• Key Terms
• Solved Problems
• Discussion Questions
• Problems
• Active Model Exercise
• Experiential Learning 9.1 Swift Electronic Supply, Inc.
• Case Parts Emporium
• Video Case Inventory Management at Crayola
• Supplement C. Special Inventory Models
• Noninstantaneous Replenishment
• Quantity Discounts
• One-Period Decisions
• Learning Objectives in Review
• Key Equations
• Key Term
• Solved Problems
• Problems
• 10. Operations Planning And Scheduling
• Cooper Tire and Rubber Company
• Levels in Operations Planning and Scheduling
• Level 1: Sales and Operations Planning
• Level 2: Resource Planning
• Level 3: Scheduling
• S&OP Supply Options
• Managerial Challenge Human Resources
• S&OP Strategies
• Chase Strategy
• Level Strategy
• Constraints and Costs
• Sales and Operations Planning as a Process
• Spreadsheets for Sales and Operations Planning
• Spreadsheets for a Manufacturer
• Spreadsheets for a Service Provider
• Workforce and Workstation Scheduling
• Workforce Scheduling
• Managerial Practice 10.1 Scheduling Major League Baseball Umpires
• Job and Facility Scheduling
• Sequencing Jobs at a Workstation
• Software Support
• Learning Objectives in Review
• Key Terms
• Solved Problems
• Discussion Questions
• Problems
• Active Model Exercise
• Case Memorial Hospital
• Video Case Sales and Operations Planning at Starwood
• Supplement D. Linear Programming
• Characteristics of Linear Programming Models
• Formulating a Linear Programming Model
• Graphic Analysis
• Plot the Constraints
• Identify the Feasible Region
• Plot the Objective Function Line
• Find the Visual Solution
• Find the Algebraic Solution
• Slack and Surplus Variables
• Sensitivity Analysis
• Computer Analysis
• Simplex Method
• Computer Output
• The Transportation Method
• Transportation Method for Sales and Operations Planning
• Learning Objectives in Review
• Key Terms
• Solved Problems
• Discussion Questions
• Problems
• 11. Resource Planning
• Philips
• Material Requirements Planning
• Dependent Demand
• Managerial Challenge Operations
• Master Production Scheduling
• Developing a Master Production Schedule
• Available-to-Promise Quantities
• Freezing the MPS
• Reconciling the MPS with Sales and Operations Plans
• MRP Explosion
• Bill of Materials
• Inventory Record
• Planning Factors
• Outputs from MRP
• MRP and the Environment
• MRP, Core Processes, and Supply Chain Linkages
• Enterprise Resource Planning
• How ERP Systems Are Designed
• Managerial Practice 11.1 ERP Implementation at Valle del Lili Foundation
• Resource Planning for Service Providers
• Dependent Demand for Services
• Bill of Resources
• Learning Objectives in Review
• Key Terms
• Solved Problems
• Discussion Questions
• Problems
• Active Model Exercise
• Case Wolverine, Inc.
• Video Case Resource Planning at Cleveland Clinic
• Part 3. Managing Supply Chains
• 12. Supply Chain Design
• Amazon.com
• Creating an Effective Supply Chain
• Managerial Challenge Operations
• Measuring Supply Chain Performance
• Inventory Measures
• Financial Measures
• Strategic Options for Supply Chain Design
• Efficient Supply Chains
• Responsive Supply Chains
• Designs for Efficient and Responsive Supply Chains
• Autonomous Supply Chains
• Mass Customization
• Competitive Advantages
• Supply Chain Design for Mass Customization
• Outsourcing Processes
• Managerial Practice 12.1 Outsourcing in the Food Delivery Business
• Outsourcing and Globalization
• Vertical Integration
• Make-or-Buy Decisions
• Learning Objectives in Review
• Key Equations
• Key Terms
• Solved Problem
• Discussion Questions
• Problems
• Experiential Learning 12.1 Sonic Distributors
• Case Brunswick Distribution, Inc.
• Video Case Supply Chain Design at Crayola
• 13. Supply Chain Logistics Networks
• Airbus SAS
• Factors Affecting Location Decisions
• Dominant Factors in Manufacturing
• Dominant Factors in Services
• Managerial Challenge Human Resources
• Load–Distance Method
• Distance Measures
• Calculating a Load–Distance Score
• Center of Gravity
• Break-Even Analysis
• Transportation Method
• Setting Up the Initial Tableau
• Dummy Plants or Warehouses
• Finding a Solution
• Geographical Information Systems
• Using a GIS
• Managerial Practice 13.1 Fast-Food Site Selection Using GIS
• The GIS Method for Locating Multiple Facilities
• Warehouse Strategy in Logistics Networks
• Inventory Placement
• Autonomous Warehouse Operations
• A Systematic Location Selection Process
• Learning Objectives in Review
• Key Equations
• Key Terms
• Solved Problems
• Discussion Questions
• Problems
• Active Model Exercise
• Case R.U. Reddie for Location
• Video Case Continental Tire: Pursuing a Winning Plant Decision
• 14. Supply Chain Integration
• Oasis of the Seas
• Supply Chain Disruptions
• Causes of Supply Chain Disruptions
• Supply Chain Dynamics
• Integrated Supply Chains
• Managerial Challenge Information Technology
• Supply Chain Risk Management
• Operational Risks
• Managerial Practice 14.1 Coronavirus and the Supply Chain: Where Is the Toilet Paper?
• Financial Risks
• Security Risks
• Cloud Computing and Blockchains
• Cloud Computing
• Blockchains
• New Service or Product Development Process
• Design
• Analysis
• Development
• Full Launch
• Supplier Relationship Process
• Sourcing
• Design Collaboration
• Negotiation
• Buying
• Vendor-Managed Inventories
• Key Performance Measures for the Supplier Relationship Process
• Order Fulfillment Process
• Customer Demand Planning
• Supply Planning
• Production
• Logistics
• Key Performance Measures for the Order Fulfillment Process
• Customer Relationship Process
• Marketing
• Order Placement
• Customer Service
• Key Performance Measures for the Customer Relationship Process
• Learning Objectives in Review
• Key Equations
• Key Terms
• Solved Problems
• Discussion Questions
• Problems
• Case Wolf Motors
• Video Case Integrating the Supply Chain at Cleveland Clinic
• 15. Supply Chain Sustainability
• Coca-Cola
• The Three Elements of Supply Chain Sustainability
• Reverse Logistics
• Supply Chain Design for Reverse Logistics
• Managerial Challenge Operations and Logistics
• Energy Efficiency
• Transportation Distance
• Freight Density
• Transportation Mode
• Disaster Relief Supply Chains
• Organizing for Disaster Relief
• Managing Disaster Relief Operations
• Managerial Practice 15.1 Using Drones in Disaster Relief
• Supply Chain Ethics
• Buyer–Supplier Relationships
• Facility Location
• Inventory Management
• Managing Sustainable Supply Chains
• Learning Objectives in Review
• Key Equation
• Key Terms
• Solved Problems
• Discussion Questions
• Problems
• Video Case Supply Chain Sustainability at Clif Bar & Company
• Appendix. Normal Distribution
• Selected References
• Glossary
• Name Index
• Subject Index