Operations Management: Processes and Value Chains

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  • Edition: 7th
  • Format: Paperback
  • Copyright: 2004-02-01
  • Publisher: Prentice Hall
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This highly respected book presents strategic and managerial issues in order to emphasize that the decisions made by operations managers should be consistent with a corporate strategy shared by managers in all functional areas. It presents the operations tools and techniques for solving problems in the context of achieving a firm's overall goals and strategies, and provides a balanced treatment of manufacturing and services throughout. The book blends the latest in strategic issues with proven analytic techniques, and offers a wealth of interesting examples to engage readers and bring Operations Management to life. This sixth addition adds an increased emphasis on processes , to provide linkage between operational issues, as well as new problem-solving software and a website with innovative Internet resources. Other coverage includes operations as a competitive weapon, operations strategy, managing technology, total quality management, statistical process control, capacity, location, layout, supply-chain management, forecasting, inventory management, aggregate planning, resource planning, lean systems, and scheduling. For operations managers in a variety of fields.

Table of Contents

Operations as a Competitive Weapon
What Is a Process? What Is Operations Management? Manufacturing and Services: Differences and Similarities
Managerial Practice
Manufacturers Do Not Just Offer Products
Trends in Operations Management
Operations Management Across the Organization
Managerial Practice
Meeting the Competitive Challenge
Case: Chad''s Creative Concepts
Strategic Choices
Operations Strategy
Corporate Strategy
Market Analysis
Competitive Priorities
Managerial Practice
Using Operations for Profit at Costco
Managerial Practice
High-Performance Design in the Clothing Industry
Managerial Practice
Marshfield Door Systems Uses E-Commerce to Make Door Customization Profitable
Services Strategy
Manufacturing Strategies
Mass Customization
Operations Strategy as a Pattern of Decisions
Touring a Service Facility: Lower Florida Keys Health System
The Big Picture: Layout and Customer Flow at LFKHS
Touring a Manufacturing Facility: Chaparral Steel
The Big Picture: Bar Mill Process at Chaparral Steel
Differences between LFKHS and Chaparral Steel
Operations Strategy Across the Organization
Case: BSB, Inc.: The Pizza Wars Come to Campus
Experiential Learning: Min-Yo Garment Company
Supplement A: Decision Making
Process Management
What Is Process Management? Managerial Practice
Changing the Product Design Process a Netscape
Major Process Decisions
The Big Picture: Process Choice at King Soopers Bakery
Managerial Practice
Choosing the Right Amount of Vertical Integration
Designing Processes
Managerial Practice
Benchmarking to Improve Marketing Processes
Process Management Across the Organization
Managerial Practice
Process Improvement at Work
Simulation Exercise
Case: Custom Molds, Inc
Managing Project Processes
Defining and Organizing Projects
Planning Projects
Managerial Practice
Project Delays are Costly for Amtrak and Its Suppliers
The Big Picture: Coors Field Baseball Stadium Project
Monitoring and Controlling Projects
Managing Project Processes Across the Organization
Simulation Exercises
Case: The Pert Studebaker
Managing Technology
The Meaning and Role of Technology
Managerial Practice
Product, Process, and Information Technologies at the New York Stock Exchange
Information Technology
Managerial Practice
Web-Based Financial Services With Clicks and Mortar
Managerial Practice
Internet Builder Cisco Uses Internet to Buy, Sell, and Hire
Enterprise Resource Planning
Managerial Practice
Implementing ERP at ATOFINA Chemicals, Inc
Creating and Applying Technology
Technology Strategy
Managerial Practice
Technological Choice and the Environment
Implementation Guidelines
Managing Technology Across the Organization
Supplement B: Computer-Integrated Manufacturing
Total Quality Management
Quality: A Management Philosophy
The Costs of Poor Quality
Managerial Practice
Measures of Quality in Medical Care are Difficult to Quantify
Employee Involvement
Continuous Improvement
Improving Quality Through TQM
Managerial Practice
TQM and Concurrent Engineering at Teradyne
Malcolm Baldrige National Quality Award
International Quality Documentation
Tqm Across the Organization
Case: Cranston Nissan
Case: Jose''s Authentic Mexican Restaurant
Statistical Process Control
Sources of Variation
The Inspection Process
Managerial Practice
Quality Measures in Health Care
Statistical Process Control Methods
Process Capability
Managerial Practice
Process Capability Study at Ross Products
Statistical Process Control Across the Organization
Simulation Exercises
Experiential Learning: Statistical Process Control with a Coin Catapult
Capacity, Location, and Layout
Capacity Planning
Managerial Practice
The Agony of Too Much-and Too Little Capacity
Managerial Practice
Use of the Theory of Constraints at Dixie Iron Works
Managerial Practice
Economies of Scale at Work
A Systematic Approach to Capacity Decisions
Tools for Capacity Planning
Managing Capacity Across the Organization
Simulation Exercises
Case: Fitness Plus, Part A
Supplement C: Waiting Lines
Supplement D: Simulation
The Globalization and Geographic Dispersion of Operations
Managerial Practice
Managerial Challenges at the Radisson Slavjanskaya
Factors Affecting Location Decisions
Managerial Practice
Location Factors for Call Centers
Managerial Practice
Marble Baths vs
Barbecue for Casino Locations
Locating a Single Facility
Locating a Facility Within a Network of Facilities
Managing Location Across the Organization
Case: Imaginative Toys
What Is Layout Planning? Strategic Issues
Managerial Practice
Retailers Match Layouts to Strategies
Creating Hybrid Layouts
Designing Process Layouts
Managerial Practice
Warehouse Layouts and E-Commerce
Managerial Practice
Telecommuting at Pacific Bell
Designing Product Layouts
Managing Layout Across the Organization
Case: Hightec, Inc
Case: The Pizza Connection
Operations Decisions
Supply-Chain Management
Overview of Supply-Chain Management
Managerial Practice
Supply-Chain Management at Arizona Public Service
Managing the Customer Interface
Managerial Practice
Behavioral Considerations in Designing the Order-Placement Process at Mercury Managerial Practice
Managerial Practice
Continuous Replenishment at the Campbell Soup Company
Managing the Supplier Interface
Managerial Practice
E-Purchasing At SairGroup
Measures of Supply-Chain Performance
Supply-Chain Links to Operations Strategy
Managerial Practice
Improving Efficient Supply Chains Through Modularization
Supply-Chain Dynamics
Supply-Chain Software
Supply-Chain Management Across the Organization
Simulation Exercises
Case: Wolf Motors
Experiential Learning: Sonic Distributors
Demand Characteristics
Designing the Forecasting System
Managerial Practice
Wal-Mart Uses the Internet to Improve Forecast Performance
Judgment Methods
Causal Methods: Linear Regression
Time-Series Methods
Choosing a Time-Series Method
Using Multiple Techniques
Forecasting Across the Organization
Case: Yankee Fork and Hoe Company
Inventory Management
Table of Contents provided by Publisher. All Rights Reserved.

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