Operations management for MBAs / Jack R. Meredith, Scott M. Shafer.

Format:

Book

Author/Creator:

Meredith, Jack R.

Contributor:

Shafer, Scott M.

Class of 1924 Book Fund.

Language:

English

Subjects (All):

Production management.

Physical Description:

xiii, 445 pages : illustrations ; 25 cm

Edition:

Third edition.

Place of Publication:

Hoboken, NJ : Wiley, [2007]

Summary:

Operations is one of the most important factors in whether an organization survives in the international marketplace. While not everyone will be solving quantitative operations problems, every manager will confront important operations issues that will have a critical impact on the success of their organizations.

Revised to reflect the growing importance of soft and hard technologies, as well as the rise of service organizations and the global economy, this Third Edition of Jack Meredith and Scott Shafer's Operations Management for MBAs focuses on what MBAs need to know about operations in their careers. This includes: Six sigma improvement projects, Project management, Enterprise resource planning, Lean management, Outsourcing and offshoring, Supply chain management, Process design and planning.

Emphasizing the strategic role of these operations topics, the authors keep the needs of marketing, finance and other majors in mind, and show how a basic understanding of operations is important to all career paths. The text's clear and concise overview of key concepts makes it the perfect complement to cases and readings on OM.

Contents:

Chapter 1 The Nature of Operations 1

Operations 4

Operations Activities 12

The Experience Economy 14

Two Views of Organizations 16

Chapter 2 Strategy, Operations, and Global Competitiveness 21

Global Competition 25

Strategy Formulation and Implementation 37

Strategic Frameworks 52

Critical Value Factors 59

Chapter 3 Process Planning and Design 71

Forms of Transformation Systems 75

Selection of a Transformation System 98

New Transformation Technologies and Reengineering 108

Chapter 4 Six Sigma for Process and Quality Improvement 124

Quality Management and Six Sigma in Perspective 128

The Define Phase 136

The Measure Phase 146

The Analyze Phase 156

The Improve Phase 163

The Control Phase 167

Six Sigma in Practice 175

Quality in Services 179

Quality Awards and Certifications 181

Chapter 5 Capacity and Location Planning 191

Forecasting Purposes and Methods 195

Long-Term Capacity/Location Planning 198

Short-Term Capacity Planning 214

Chapter 6 Schedule Management 240

The Sequence of Scheduling Activities 243

Aggregate Planning 249

Master Scheduling 254

Scheduling Services 257

Chapter 7 Supply Chain Management 267

Defining Supply Chain Management 270

Supply Chain Strategy 273

Supply Chain Design 276

Outsourcing and Global Sourcing 286

Role of Information Technology 288

Successful Supply Chain Management 291

Chapter 7 Supplement: The Beer Game 295

Chapter 8 Inventory Management 299

Priorities for Inventory Management: The ABC Concept 311

The Economic Order Quantity (EOQ) 314

Reorder Point (ROP) Models 320

Chapter 9 Enterprise Resource Planning 328

MRP for Dependent Demand 332

MRP Extensions 340

Enterprise Resource Planning (ERP) 344

Chapter 10 Lean Management 353

History and Philosophy of Lean 357

Traditional Systems Compared with Lean 359

Specify Value 366

Identify the Value Stream 367

Make Value Flow 369

Pull Value Through the Value Stream 374

Pursue Perfection 377

Benefits of Lean 379

Chapter 11 Project Management 384

Defining a Project 387

Planning the Project 389

Scheduling the Project: Pert and CPM 394

Controlling the Project: Earned Value 407

Goldratt's Critical Chain 410

Appendix Risk Analysis Using Crystal Ball 2000 425.

Notes:

Previous ed.: 2002.

Includes bibliographical references and index.

Local Notes:

Acquired for the Penn Libraries with assistance from the Class of 1924 Book Fund.

ISBN:

0471351423

OCLC:

61217567