Operations Management for MBAs
5th Edition
Published on 6. November 2012
Book
Paperback/Softback
464 pages
978-1-118-36997-5 (ISBN)
Description
Material that is conceptual and strategic, to meet the needs of MBA students who will benefit more from discussions and examples than a heavy quantitative presentation.
Examples featuring services organizations and international companies to engage and prepare students for the nature of the global economy.
Inclusion of The Beer Game, which is used in many MBA classes.
Examples featuring services organizations and international companies to engage and prepare students for the nature of the global economy.
Inclusion of The Beer Game, which is used in many MBA classes.
More details
Edition
5th edition
Language
English
Place of publication
New York
United States
Target group
College/higher education
Dimensions
Height: 252 mm
Width: 202 mm
Thickness: 14 mm
Weight
930 gr
ISBN-13
978-1-118-36997-5 (9781118369975)
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
Jack R. Meredith | Scott M. Shafer
Operations and Supply Chain Management for MBAs
Book
6th Edition
Wiley
€237.68
The article will not be published
Previous edition
Jack R. Meredith | Scott M. Shafer
Operations Management for MBAs
Book
12/2009
4th Edition
Wiley
€73.67
Shipment within 10-20 days
Persons
Content
Chapter 1: Operations Strategy and Global Competitiveness/1
Operations/6
Customer Value/15
Strategy and Competitiveness/26
Chapter 2: Process Planning and Design/47
Forms of Transformation Systems/51
Selection of a Transformation System/73
Chapter 3: Controlling Processes/91
Monitoring and Control/94
Process Monitoring/95
Process Control/102
Controlling Service Quality/110
Chapter 4: Process Improvement: Minimizing Variation Through Six Sigma/119
Approaches for Process Improvement/124
Business Process Design (Reengineering)/125
Six Sigma and the DMAIC Improvement Process/129
Example Six Sigma Project/132
The Define Phase/133
The Measure Phase/138
The Analyze Phase/149
The Improve Phase/155
The Control Phase/158
Six Sigma in Practice/158
Chapter 5: Process Improvement: Reducing Waste Through Lean/167
History and Philosophy of Lean/171
Traditional Systems Compared with Lean/173
Specify Value/180
Identify the Value Stream/181
Make Value Flow/186
Pull Value Through the Value Stream/191
Pursue Perfection/194
Benefits of Lean/196
Lean Six Sigma/197
Chapter 6: Managing Process Improvement Projects/203
Defining a Project/206
Planning the Project/208
Scheduling the Project/218
Controlling the Project: Earned Value/233
Chapter 7: Supply Chain Management/241
Defining Supply Chain Management/246
Supply Chain Strategy/249
Supply Chain Design/253
Outsourcing and Global Sourcing/259
Inventory Management/265
Role of Information Technology/270
Successful Supply Chain Management/276
Chapter 7 Supplement A: The Beer Game/283
Chapter 7 Supplement B: The Economic Order Quantity Model/289
Chapter 8: Capacity, Scheduling, and Location Planning/297
Long-term Capacity Planning/301
Location Planning Strategies/307
Locating Pure Services/315
Effectively Utilizing Capacity Through Schedule Management/316
Short-term Capacity Planning/328
Chapter 8 Supplement: Forecasting/353
Forecasting Purposes and Methods/354
Time Series Analysis/357
Causal Forecasting with Regression/367
Cases/379
BPO, Incorporated: Call Center Six Sigma Project/381
Peerless Laser Processors/394
United Lock: Door Hardware Division (A)/399
Heublein: Project Management and Control System/413
D. U. Singer Hospital Products Corp./424
Automotive Builders, Inc.: The Stanhope Project/427
Index/435
Operations/6
Customer Value/15
Strategy and Competitiveness/26
Chapter 2: Process Planning and Design/47
Forms of Transformation Systems/51
Selection of a Transformation System/73
Chapter 3: Controlling Processes/91
Monitoring and Control/94
Process Monitoring/95
Process Control/102
Controlling Service Quality/110
Chapter 4: Process Improvement: Minimizing Variation Through Six Sigma/119
Approaches for Process Improvement/124
Business Process Design (Reengineering)/125
Six Sigma and the DMAIC Improvement Process/129
Example Six Sigma Project/132
The Define Phase/133
The Measure Phase/138
The Analyze Phase/149
The Improve Phase/155
The Control Phase/158
Six Sigma in Practice/158
Chapter 5: Process Improvement: Reducing Waste Through Lean/167
History and Philosophy of Lean/171
Traditional Systems Compared with Lean/173
Specify Value/180
Identify the Value Stream/181
Make Value Flow/186
Pull Value Through the Value Stream/191
Pursue Perfection/194
Benefits of Lean/196
Lean Six Sigma/197
Chapter 6: Managing Process Improvement Projects/203
Defining a Project/206
Planning the Project/208
Scheduling the Project/218
Controlling the Project: Earned Value/233
Chapter 7: Supply Chain Management/241
Defining Supply Chain Management/246
Supply Chain Strategy/249
Supply Chain Design/253
Outsourcing and Global Sourcing/259
Inventory Management/265
Role of Information Technology/270
Successful Supply Chain Management/276
Chapter 7 Supplement A: The Beer Game/283
Chapter 7 Supplement B: The Economic Order Quantity Model/289
Chapter 8: Capacity, Scheduling, and Location Planning/297
Long-term Capacity Planning/301
Location Planning Strategies/307
Locating Pure Services/315
Effectively Utilizing Capacity Through Schedule Management/316
Short-term Capacity Planning/328
Chapter 8 Supplement: Forecasting/353
Forecasting Purposes and Methods/354
Time Series Analysis/357
Causal Forecasting with Regression/367
Cases/379
BPO, Incorporated: Call Center Six Sigma Project/381
Peerless Laser Processors/394
United Lock: Door Hardware Division (A)/399
Heublein: Project Management and Control System/413
D. U. Singer Hospital Products Corp./424
Automotive Builders, Inc.: The Stanhope Project/427
Index/435