Operations Management and CD-ROM Package
6th Edition
Published on 22. August 2002
Book
Mixed media product
978-0-13-139610-4 (ISBN)
Description
For the introductory Operations Management course, at both the undergraduate and graduate level.
This classic text blends the latest in strategic issues with proven analytic techniques. This text has always offered a wealth of interesting examples to engage students 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.
This classic text blends the latest in strategic issues with proven analytic techniques. This text has always offered a wealth of interesting examples to engage students 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.
More details
Edition
6th edition
Language
English
Place of publication
Upper Saddle River
United States
Publishing group
Pearson Education (US)
Target group
Professional and scholarly
Dimensions
Width: 262 mm
Thickness: 36 mm
Weight
1792 gr
ISBN-13
978-0-13-139610-4 (9780131396104)
Copyright in bibliographic data and cover images is held by Nielsen Book Services Limited or by the publishers or by their respective licensors: all rights reserved.
Schweitzer Classification
Other editions
New editions
Lee J. Krajewski | Larry P. Ritzman
Operations Management and Student CD Package
United States Edition
Book
04/2004
7th Edition
Prentice Hall
€116.65
Article exhausted; check for reprint
Previous edition
Krajewski | Ritzman
Operations Management: Strategy and Analysis 5e Wss Package Conta
Book
05/2000
5th Edition
Addison Wesley
€46.81
Article exhausted; check for reprint
Persons
LEE J. KRAJEWSKI is the William R. and F. Cassie Daley Professor of Manufacturing Strategy at the University of Notre Dame. Prior to joining Notre Dame, Lee was a faculty member at The Ohio State University, where he received the University Alumni Distinguished Teaching Award and the College of Business Outstanding Faculty Research Award. He initiated the Center for Excellence in Manufacturing Management and served as its director for four years. In addition, he received the National President's Award and the National Award of Merit of the American Production and Inventory Control Society. He served as President Elect of the Decision Sciences Institute and was elected a Fellow of the Institute in 1988.
Lee's career spans more than thirty-two years of research and education in the Field of operations management. He has designed and taught courses at both graduate and undergraduate levels on topics such as manufacturing strategy, introduction to operations management, operations design, and manufacturing planning and control systems.
Lee served as the editor of Decision Sciences, was the founding editor of the Journal of Operations Management (1980-1983), and has served on several editorial boards. Widely published himself, Lee has contributed numerous articles to such journals as Decision Sciences, the Journal of Operations Management, Management Science, Harvard Business Review, and Interfaces, to name just a few. He has received five best-paper awards. Lee's areas of specialization include manufacturing strategy, manufacturing planning and control systems, supply-chain management, and master production scheduling.
LARRY RITZMAN is the Thomas J. Galligan, Jr. Professor in Operations and Strategic Management at Boston College. He previously served at The Ohio State University for twenty-three years, where he acted as department chairperson and received several awards for both teaching and research. He received his doctorate at Michigan State University, having had prior industrial experience at the Babcock and Wilcox Company. Over the years, he has been privileged to teach and learn more about operations management with numerous students at all levels-undergraduate, MBA, executive MBA, and doctorate.
Particularly active in the Decision Sciences Institute, Larry has served as Council Coordinator, Publications Committee Chair, Track Chair, Vice President, Board Member, Executive Committee Member, Doctoral Consortium Coordinator, and President. He was elected a Fellow of the Institute in 1987 and earned the Distinguished Service Award in 1996. He has received three best-paper awards. He is a frequent reviewer, discussant, and session chair for several other professional organizations.
Larry's areas of particular expertise are operations strategy, production and inventory systems, forecasting, multistage manufacturing, disaggregation, scheduling, and layout. An active researcher, Larry's publications have appeared in such journals as Decision Sciences, Journal of Operations Management, Production and Operations Management, Harvard Business Review, and Management Science. He has served in various editorial capacities for several journals.
Lee's career spans more than thirty-two years of research and education in the Field of operations management. He has designed and taught courses at both graduate and undergraduate levels on topics such as manufacturing strategy, introduction to operations management, operations design, and manufacturing planning and control systems.
Lee served as the editor of Decision Sciences, was the founding editor of the Journal of Operations Management (1980-1983), and has served on several editorial boards. Widely published himself, Lee has contributed numerous articles to such journals as Decision Sciences, the Journal of Operations Management, Management Science, Harvard Business Review, and Interfaces, to name just a few. He has received five best-paper awards. Lee's areas of specialization include manufacturing strategy, manufacturing planning and control systems, supply-chain management, and master production scheduling.
LARRY RITZMAN is the Thomas J. Galligan, Jr. Professor in Operations and Strategic Management at Boston College. He previously served at The Ohio State University for twenty-three years, where he acted as department chairperson and received several awards for both teaching and research. He received his doctorate at Michigan State University, having had prior industrial experience at the Babcock and Wilcox Company. Over the years, he has been privileged to teach and learn more about operations management with numerous students at all levels-undergraduate, MBA, executive MBA, and doctorate.
Particularly active in the Decision Sciences Institute, Larry has served as Council Coordinator, Publications Committee Chair, Track Chair, Vice President, Board Member, Executive Committee Member, Doctoral Consortium Coordinator, and President. He was elected a Fellow of the Institute in 1987 and earned the Distinguished Service Award in 1996. He has received three best-paper awards. He is a frequent reviewer, discussant, and session chair for several other professional organizations.
Larry's areas of particular expertise are operations strategy, production and inventory systems, forecasting, multistage manufacturing, disaggregation, scheduling, and layout. An active researcher, Larry's publications have appeared in such journals as Decision Sciences, Journal of Operations Management, Production and Operations Management, Harvard Business Review, and Management Science. He has served in various editorial capacities for several journals.
Content
1. Operations as a Competitive Weapon.
What Is a Process? What Is Operations Management? Manufacturing and Services: Differences and Similarities. Managerial Practice 1.1: Manufacturers Do Not Just Offer Products. Trends in Operations Management. Operations Management Across the Organization. Managerial Practice 1.2: Meeting the Competitive Challenge. CASE: Chad's Creative Concepts.
I. STRATEGIC CHOICES.
2. Operations Strategy.
Corporate Strategy. Market Analysis. Competitive Priorities. Managerial Practice 2.1: Using Operations for Profit at Costco. Managerial Practice 2.2: High-Performance Design in the Clothing Industry. Managerial Practice 2.3: 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.
II. PROCESS.
3. Process Management.
What Is Process Management? Managerial Practice 3.1: Changing the Product Design Process a Netscape. Major Process Decisions. THE BIG PICTURE: Process Choice at King Soopers Bakery. Managerial Practice 3.2: Choosing the Right Amount of Vertical Integration. Designing Processes. Managerial Practice 3.3: Benchmarking to Improve Marketing Processes. Process Management Across the Organization. Managerial Practice 3.4: Process Improvement at Work. Simulation Exercise. CASE: Custom Molds, Inc.
4. Managing Project Processes.
Defining and Organizing Projects. Planning Projects. Managerial Practice 4.1: 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.
5. Managing Technology.
The Meaning and Role of Technology. Managerial Practice 5.1: Product, Process, and Information Technologies at the New York Stock Exchange. Information Technology. E-Commerce. Managerial Practice 5.2: Web-Based Financial Services With Clicks and Mortar. Managerial Practice 5.3: Internet Builder Cisco Uses Internet to Buy, Sell, and Hire. Enterprise Resource Planning. Managerial Practice 5.4: Implementing ERP at ATOFINA Chemicals, Inc. Creating and Applying Technology. Technology Strategy. Managerial Practice 5.5: Technological Choice and the Environment. Implementation Guidelines. Managing Technology Across the Organization.
Supplement B: Computer-Integrated Manufacturing.
III. QUALITY.
6. Total Quality Management.
Quality: A Management Philosophy. The Costs of Poor Quality. Managerial Practice 6.1: Measures of Quality in Medical Care are Difficult to Quantify. Employee Involvement. Continuous Improvement. Improving Quality Through TQM. Managerial Practice 6.2: 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.
7. Statistical Process Control.
Sources of Variation. The Inspection Process. Managerial Practice 7.1: Quality Measures in Health Care. Statistical Process Control Methods. Process Capability. Managerial Practice 7.2: Process Capability Study at Ross Products. Statistical Process Control Across the Organization. Simulation Exercises. EXPERIENTIAL LEARNING: Statistical Process Control with a Coin Catapult.
IV. CAPACITY, LOCATION, AND LAYOUT.
8. Capacity.
Capacity Planning. Managerial Practice 8.1: The Agony of Too Much-and Too Little Capacity. Managerial Practice 8.2: Use of the Theory of Constraints at Dixie Iron Works. Managerial Practice 8.3: 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.
9. Location.
The Globalization and Geographic Dispersion of Operations. Managerial Practice 9.1: Managerial Challenges at the Radisson Slavjanskaya. Factors Affecting Location Decisions. Managerial Practice 9.2: Location Factors for Call Centers. Managerial Practice 9.3: 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.
10. Layout.
What Is Layout Planning? Strategic Issues. Managerial Practice 10.1: Retailers Match Layouts to Strategies. Creating Hybrid Layouts. Designing Process Layouts. Managerial Practice 10.2: Warehouse Layouts and E-Commerce. Managerial Practice 10.3: Telecommuting at Pacific Bell. Designing Product Layouts. Managing Layout Across the Organization. CASE: Hightec, Inc. CASE: The Pizza Connection.
V. OPERATIONS DECISIONS.
11. Supply-Chain Management.
Overview of Supply-Chain Management. Managerial Practice 11.1: Supply-Chain Management at Arizona Public Service. Managing the Customer Interface. Managerial Practice 11.2: Behavioral Considerations in Designing the Order-Placement Process at Mercury Managerial Practice. Managerial Practice 11.3: Continuous Replenishment at the Campbell Soup Company. Managing the Supplier Interface. Managerial Practice 11.4: E-Purchasing At SairGroup. Measures of Supply-Chain Performance. Supply-Chain Links to Operations Strategy. Managerial Practice 11.5: 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.
12. Forecasting.
Demand Characteristics. Designing the Forecasting System. Managerial Practice 12.1: 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.
13. Inventory Management.
Inventory Concepts. Managerial Practice 13.1: Improving Customer Service through Inventory Management at Amazon.Com. Economic Order Quantity. Inventory Control Systems. Managerial Practice 13.2: Implementing a Periodic Review Inventory System at Hewlett-Packard. Inventory Management Across the Organization. Simulation Exercises. CASE: Parts Emporium.
Supplement E: Special Inventory Models.
14. Aggregate Planning.
The Purpose of Aggregate Plans. Managerial Practice 14.1: Typical Aggregate Planning Problems. Managerial Importance of Aggregate Plans. Managerial Practice 14.2: Hallmark's Level Strategy. The Planning Process. Aggregate Planning with Spreadsheets. Aggregate Planning with Mathematical Methods. Aggregate Planning Across the Organization. CASE: Memorial Hospital.
Supplement F: Linear Programming.
15. Resource Planning.
Overview of Material Requirements Planning. Inputs to Material Requirements Planning. Planning Factors. Outputs from Material Requirements Planning. Managerial Practice 15.1: IBM's Rochester Plant Uses MRP To Execute Its Fast Turn-Around Strategy. Service Resource Planning. Managerial Practice 15.2: Resource Planning at Starwood Hotels & Resorts Worldwide. Resource Planning Across the Organization. CASE: Flashy Flashers, Inc.
Supplement G: Master Production Scheduling.
16. Lean Systems.
Characteristics of Just-in-Time Operations. Continuous Improvement. The Kanban System. JIT II. Lean Systems in Services. Managerial Practice 16.1: Internet Grocer Webvan Uses JIT for Its Order-Fulfillment Process. Strategic Implications of Lean Systems. Implementation Issues. Lean Systems Across the Organization. Managerial Practice 16.2: Implementing Lean Manufacturing at Cessna. Simulation Exercise. CASE: Copper Kettle Catering.
17. Scheduling.
Scheduling in Manufacturing. Managerial Practice 17.1: Real-Time Scheduling in Chrysler's APS System. Scheduling in Services. Managerial Practice 17.2: Course Scheduling at the University of California, Los Angeles. Scheduling Across the Organization. Simulation Exercises. CASE: Food King.
Appendix 1: Normal Distribution.
Appendix 2: Table of Random Numbers.
CD-ROM SUPPLEMENTS.
H: Learning Curve Analysis.
I: Measuring Output Rates.
J: Acceptance Sampling Plans.
K: Financial Analysis.
What Is a Process? What Is Operations Management? Manufacturing and Services: Differences and Similarities. Managerial Practice 1.1: Manufacturers Do Not Just Offer Products. Trends in Operations Management. Operations Management Across the Organization. Managerial Practice 1.2: Meeting the Competitive Challenge. CASE: Chad's Creative Concepts.
I. STRATEGIC CHOICES.
2. Operations Strategy.
Corporate Strategy. Market Analysis. Competitive Priorities. Managerial Practice 2.1: Using Operations for Profit at Costco. Managerial Practice 2.2: High-Performance Design in the Clothing Industry. Managerial Practice 2.3: 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.
II. PROCESS.
3. Process Management.
What Is Process Management? Managerial Practice 3.1: Changing the Product Design Process a Netscape. Major Process Decisions. THE BIG PICTURE: Process Choice at King Soopers Bakery. Managerial Practice 3.2: Choosing the Right Amount of Vertical Integration. Designing Processes. Managerial Practice 3.3: Benchmarking to Improve Marketing Processes. Process Management Across the Organization. Managerial Practice 3.4: Process Improvement at Work. Simulation Exercise. CASE: Custom Molds, Inc.
4. Managing Project Processes.
Defining and Organizing Projects. Planning Projects. Managerial Practice 4.1: 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.
5. Managing Technology.
The Meaning and Role of Technology. Managerial Practice 5.1: Product, Process, and Information Technologies at the New York Stock Exchange. Information Technology. E-Commerce. Managerial Practice 5.2: Web-Based Financial Services With Clicks and Mortar. Managerial Practice 5.3: Internet Builder Cisco Uses Internet to Buy, Sell, and Hire. Enterprise Resource Planning. Managerial Practice 5.4: Implementing ERP at ATOFINA Chemicals, Inc. Creating and Applying Technology. Technology Strategy. Managerial Practice 5.5: Technological Choice and the Environment. Implementation Guidelines. Managing Technology Across the Organization.
Supplement B: Computer-Integrated Manufacturing.
III. QUALITY.
6. Total Quality Management.
Quality: A Management Philosophy. The Costs of Poor Quality. Managerial Practice 6.1: Measures of Quality in Medical Care are Difficult to Quantify. Employee Involvement. Continuous Improvement. Improving Quality Through TQM. Managerial Practice 6.2: 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.
7. Statistical Process Control.
Sources of Variation. The Inspection Process. Managerial Practice 7.1: Quality Measures in Health Care. Statistical Process Control Methods. Process Capability. Managerial Practice 7.2: Process Capability Study at Ross Products. Statistical Process Control Across the Organization. Simulation Exercises. EXPERIENTIAL LEARNING: Statistical Process Control with a Coin Catapult.
IV. CAPACITY, LOCATION, AND LAYOUT.
8. Capacity.
Capacity Planning. Managerial Practice 8.1: The Agony of Too Much-and Too Little Capacity. Managerial Practice 8.2: Use of the Theory of Constraints at Dixie Iron Works. Managerial Practice 8.3: 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.
9. Location.
The Globalization and Geographic Dispersion of Operations. Managerial Practice 9.1: Managerial Challenges at the Radisson Slavjanskaya. Factors Affecting Location Decisions. Managerial Practice 9.2: Location Factors for Call Centers. Managerial Practice 9.3: 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.
10. Layout.
What Is Layout Planning? Strategic Issues. Managerial Practice 10.1: Retailers Match Layouts to Strategies. Creating Hybrid Layouts. Designing Process Layouts. Managerial Practice 10.2: Warehouse Layouts and E-Commerce. Managerial Practice 10.3: Telecommuting at Pacific Bell. Designing Product Layouts. Managing Layout Across the Organization. CASE: Hightec, Inc. CASE: The Pizza Connection.
V. OPERATIONS DECISIONS.
11. Supply-Chain Management.
Overview of Supply-Chain Management. Managerial Practice 11.1: Supply-Chain Management at Arizona Public Service. Managing the Customer Interface. Managerial Practice 11.2: Behavioral Considerations in Designing the Order-Placement Process at Mercury Managerial Practice. Managerial Practice 11.3: Continuous Replenishment at the Campbell Soup Company. Managing the Supplier Interface. Managerial Practice 11.4: E-Purchasing At SairGroup. Measures of Supply-Chain Performance. Supply-Chain Links to Operations Strategy. Managerial Practice 11.5: 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.
12. Forecasting.
Demand Characteristics. Designing the Forecasting System. Managerial Practice 12.1: 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.
13. Inventory Management.
Inventory Concepts. Managerial Practice 13.1: Improving Customer Service through Inventory Management at Amazon.Com. Economic Order Quantity. Inventory Control Systems. Managerial Practice 13.2: Implementing a Periodic Review Inventory System at Hewlett-Packard. Inventory Management Across the Organization. Simulation Exercises. CASE: Parts Emporium.
Supplement E: Special Inventory Models.
14. Aggregate Planning.
The Purpose of Aggregate Plans. Managerial Practice 14.1: Typical Aggregate Planning Problems. Managerial Importance of Aggregate Plans. Managerial Practice 14.2: Hallmark's Level Strategy. The Planning Process. Aggregate Planning with Spreadsheets. Aggregate Planning with Mathematical Methods. Aggregate Planning Across the Organization. CASE: Memorial Hospital.
Supplement F: Linear Programming.
15. Resource Planning.
Overview of Material Requirements Planning. Inputs to Material Requirements Planning. Planning Factors. Outputs from Material Requirements Planning. Managerial Practice 15.1: IBM's Rochester Plant Uses MRP To Execute Its Fast Turn-Around Strategy. Service Resource Planning. Managerial Practice 15.2: Resource Planning at Starwood Hotels & Resorts Worldwide. Resource Planning Across the Organization. CASE: Flashy Flashers, Inc.
Supplement G: Master Production Scheduling.
16. Lean Systems.
Characteristics of Just-in-Time Operations. Continuous Improvement. The Kanban System. JIT II. Lean Systems in Services. Managerial Practice 16.1: Internet Grocer Webvan Uses JIT for Its Order-Fulfillment Process. Strategic Implications of Lean Systems. Implementation Issues. Lean Systems Across the Organization. Managerial Practice 16.2: Implementing Lean Manufacturing at Cessna. Simulation Exercise. CASE: Copper Kettle Catering.
17. Scheduling.
Scheduling in Manufacturing. Managerial Practice 17.1: Real-Time Scheduling in Chrysler's APS System. Scheduling in Services. Managerial Practice 17.2: Course Scheduling at the University of California, Los Angeles. Scheduling Across the Organization. Simulation Exercises. CASE: Food King.
Appendix 1: Normal Distribution.
Appendix 2: Table of Random Numbers.
CD-ROM SUPPLEMENTS.
H: Learning Curve Analysis.
I: Measuring Output Rates.
J: Acceptance Sampling Plans.
K: Financial Analysis.