Operations Management: An Integrated Approach, 3rd Edition

by R. Dan Reid (Univ. of New Hampshire); Nada R. Sanders (Wright State Univ.)

• ISBN13: 9780471794486
• ISBN10: 0471794481
• Edition: 3rd
• Format: Hardcover
• Copyright: 2007-01-01
• Publisher: WILEY

Summary

This 2nd Value Edition features all the content of Operations Management, 2nd Edition in a paperback format for a new low price. Taking a balanced, integrative approach, Operations Management, 2nd Value Edition demonstrates the critical impact OM has in today's business environments, and shows how it relates to every department in an organization. Authors R. Dan Reid and Nada R. Sanders provide clear, focused, and highly engaging coverage of key operations management topics, and make strong connections across concepts and chapters.

Author Biography

Nada R. Sanders is Professor of Operations Management at the Raj Soin College of Business at Wright State University. She holds a Ph.D. in Operations Management from The Ohio State University, an M.B.A. from The Ohio State University, and a B.S. degree in Mechanical Engineering from Franklin University. She has taught for more than twenty years at a variety of academic institutions including The Ohio State University, Capital University, and Wright State University, in addition to lecturing to various industry groups. She has designed and taught classes for undergraduates, graduates, and executives on topics such as operations management, operations strategy, forecasting, and supply chain management. She has received a number of teaching awards including the College of Business Outstanding Teacher Award. Dr. Sanders has extensive research experience and has published in numerous journals such as Decisions Sciences, Journal of Operations Management, Sloan Management Review, Omega, Interfaces, Journal of Behavioral Decision Making, Journal of Applied Business Research, and Production & Inventory Management Journal. She has authored chapters in books and encyclopedias such as the Forecasting Principles Handbook (Kluwer Academic Publishers), Encyclopedia of Production and Manufacturing Management (Kluwer Academic Publishers) and the Encyclopedia of Electrical and Electronics Engineering (John Wiley & Sons). Dr. Sanders has served as Vice President of Decision Sciences Institute (DSI), President of the Midwest Decision Sciences Institute, and hasheld numerous other positions within the Institute. In addition to DSI, Dr. Sanders is active in the Production Operations Management Society (POMS), APICS, INFORMS, Council of Supply Chain Management Professions (CSCMP), and the International Institute of Forecasters (IIF). She has served on review boards and/or as a reviewer for numerous journals including Decision Sciences, Journal of Business Logistics, Production Operations Management, International Journal of Production Research, Omega, and others. In addition, Dr. Sanders has worked and/or consulted for companies in the telecommunications, pharmaceutical, steel, automotive, warehousing, retail, and publishing industries, and is frequently called upon to serve as an expert witness.

R. Dan Reid is Associate Professor of Operations Management at the Whittemore School of Business and Economics at the University of New Hampshire. He holds a Ph.D. in Operations Management from The Ohio State University, an M.B.A. from Angelo State University, and a B.A. in Business Management from the University of Maryland. During the past twenty years, he has taught at The Ohio State University, Ohio University, Bowling Green State University, Otterbein College, and the University of New Hampshire. Dr. Reid’s research publications have appeared in numerous journals such as the Production and Inventory Management Journal, Mid-American Journal of Business, Cornell Hotel and Restaurant Administration Quarterly, Hospitality Research and Education Journal, Target, and the OM Review. His research interests include manufacturing planning and control systems, quality in services, purchasing, and supply chain management. He has worked for, or consulted with, organizations in the telecommunications, consumer electronics, defense, hospitality, and capital equipment industries. Dr. Reid has served as Program Chair and President of the Northeast Region of the Decision Sciences Institute (NEDSI) and as Associate Program Chair and Proceedings Editor of the First International DSI Conference, and held numerous positions within DSI. He has been the Program Chair and Chair of the Operations Management Division of the Academy of Management. Dr. Reid has also served as President of the Granite State Chapter of the American Production and Inventory Control Society. He has been a board member of the Operations Management Association and the Manchester Manufacturing Management Center. Dr. Reid is a past Editor of the OM Review. Dr. Reid has designed and taught courses for undergraduates, graduates, and executives on topics such as resource management, manufacturing management, introduction to operations management, purchasing management, and manufacturing planning and control systems. In 2002 Dr. Reid received a University of New Hampshire Excellence in Teaching Award.

Table of Contents

Introduction to Operations Management

What Is Operations Management?

Links to Practice: The E-tailers

Differences between Manufacturing and Service Organizations

Links to Practice: U.S. Postal Service

Operations Management Decisions

Links to Practice: Texas Instruments Incorporated

Plan of This Book

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

Environmental Issues

Electronic Commerce

Today's OM Environment

Operations Management in Practice

Om Across The Organization

Inside Om

Chapter Highlights/Key Terms

Discussion Questions

Case: Hightone Electronics, Inc.Case: Creature Care Animal Clinic (A).Interactive Learning

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

Links to Practice: Dell Computer Corporation

Developing an Operations Strategy

Competitive Priorities

Links to Practice: Southwest Airlines Company

Links to Practice: FedEx Corporation

The Need for Trade-Offs

Order Winners and Qualifiers

Translating Competitive Priorities into Production Requirements

Strategic Role of Technology

Types of Technology

Technology as a Tool for Competitive Advantage

Productivity

Measuring Productivity

Interpreting Productivity Measures

Productivity and Competitiveness

Productivity and the Service Sector

Om Across The Organization

Inside Om

Chapter Highlights/Key Terms/Formula Review

Solved Problems

Discussion Questions/Problems

Internet Challenge: Demonstrating Your Knowledge Of Om

Virtual Company: Welcome To Kaizen Consulting

Bibliography

Case: Prime Bank Of Massachusetts

Case: Boseman Oil And Petroleum (Bop).Interactive Learning

Internet Challenge: Understanding Strategic Differences

Virtual Company: Getting Acquainted With Valley Memorial Hospital

Bibliography

The Service Package

Differing Service Designs

Om Across The Organization

Inside Om

Chapter Highlights

Key Terms/Formula Review/Solved Problems

Discussion Questions/Problems

Case: Biddy's Bakery (Bb).Case: Creature Care Animal Clinic (B).Interactive Learning

Internet Challenge: Country Comfort Furniture

Virtual Company: Service Package And Processes At Valley Memorial Hospital

Bibliography

Product Design

Design of Services Versus Goods

The Product Design Process

Idea Development

Links to Practice: IBM Corporation

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

Links to Practice: The Babcock & Wilcox Company

Competitive Priorities

Facility Layout

Product and Service Strategy

Degree of Vertical Integration

Technology Decisions

Information Technology

Links to Practice: Using GPS Technology in Product Advertising

Automation

Links to Practice: Performing Robotic Surgery.e-Manufacturing

Designing Services

How Are Services Different from Manufacturing?

How Are Services Classified?

 Product Design And Process Selection

E-Commerce

Types of E-Commerce

Business-to-Business (B2B) E-Commerce

The Evolution of B2B Commerce

The Benefits of B2B E-Commerce

Business-to-Consumer (B2C) E-Commerce

Consumer-to-Consumer (C2C) E-Commerce

Peer-to-Peer (P2P) E-Commerce

M-Commerce

What Is a Supply Chain?

Components of a Supply Chain

External Suppliers

Internal Functions

External Distributors

The Bullwhip Effect

Causes of the Bullwhip Effect

Counteracting the Bullwhip Effect

Factors Affecting Supply Chain Management

Consumer Expectations and Competition

Links to Practice: Lands' End

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