Table of contents UNIT ONE: FOUNDATIONS FOR SUCCESS
Chapter 1: Introduction: Why Operations Management?
Chapter 2: Profitability: Business Success from Operations Success
Chapter 3: Strategy and Value: Competing through Operations
Chapter 4: Processes: Turning Resources into Capabilities
UNIT TWO: COMPONENTS OF VALUES
Chapter 5: Cost: The Price of Value Creation
Chapter 6: Quality: Meeting Customer Expectations
Chapter 7: Quality Tools: From Process Performance to Process Perfection
Chapter 8: Timeliness: Scheduling and Project Management
UNIT THREE: MANAGING RESOURCES TO CREATE VALUE
Chapter 9: Supply Chain Management: Managing Business to Business Interactions
Chapter10: Demand Forecasting: Building the Foundation for Resource Planning
Chapter 11: Inventory: Managing to Meet Demand
Chapter 12: Logistics: Positioning Goods in the Supply Chain
Chapter 13: Lean Systems: Eliminating Waste through the Supply Chain
Chapter 14: Capacity: Matching Productive Resources to Demand
Chapter 15: Constraint Management: Simplifying Complex Systems
Chapter 16: Facilities: Making Location and Layout Decisions
Chapter 17: Workforce: Optimizing Human Capital
New Features
The book will cater to the introductory course on operations management in MBA and undergraduate management programs. It introduces operations from a vantage point that encompasses both the entire organization and the broader supply network. The author begins his discussion of OM by first establishing the goal to which any high quality operation must aspire: the goal of profitability. Then he goes on to present operations within a context of all the functional areas of an organization as well as the supply chain network serving it.
Feature Highlights
? A unique Resource/Profit integrating model that represents a framework for discussion of operations topics. It emphasizes the need to view operations decisions both in terms of added value and financial returns.
? A holistic approach to the study of OM. It treats the subject within the context of the entire organization and with reference to the functional areas that comprise it. It also addresses both the internal and external forces that influence the design of a firm?s operations.
? Appropriate balance of qualitative and quantitative material: Conceptual material is supported by problem sets and case studies.
? Coverage of services and manufacturing sectors
? Effective pedagogy -- chapter-opening outlines, objectives and vignettes; key definitions in margins, three categories of boxed inserts (Operations Advantage, Targeting Technology, and Going Global), real world examples embedded in the narrative, end-of-chapter summaries, solved problems, key formulae, key terms, review and discussion questions, elementary and advanced problems, and three types of case studies.
? Fully coordinated text and OLC website: The OLC is closely coordinated with the textbook, offering an integrated instructional and learning package
Student DVD contains
? Self-Assessment Chapter Quizzes
? Videos to accompany Video Cases
? Excel tutors ? templates for in-text examples
? Interactive models to accompany interactive cases
? Web links