April 1, 2022

Operations Management - Summaries - Chapters, Topics, Sub-Sections,Concepts



1. Introduction to the Field  of Operations Management

Chapter Summary
Chapter outline

Operations Management—A Critical Responsibility of Every Manager
Efficiency Defined
Effectiveness Defined
Value Defined

What is Operations Management?
Operations Management (OM) Defined

Transformation Processes
Transformation Process Defined
Differences Between Services and Goods

OM in the Organizational Chart

Operations as Service
Core Services Defined
Value-Added Serviced Defined

Why is Operations Not Perceived as Important?

Historical Development of OM
JIT and TQC
Mass Customization Defined
Manufacturing Strategy Paradigm
Service Quality and Productivity
Total Quality Management and Quality Certification
Business Process Reengineering


2. Operations Strategy and Competitiveness

Chapter Summary

Competitive Dimensions
The Notion of Trade-Offs
Plant-within-a-Plant (PWP) Defined
Straddling Defined
Order Winners and Qualifiers
Order Winner Defined
Order Qualifiers Defined
The Marketing-Operations Link

The Corporate Strategy Design Process
The Financial Perspective
The Customer Perspective
The Internal Perspective
The Learning and Growth Perspective

Strategic Fit—Fitting Operational Activities to Strategy
Activity-System Maps Defined
A Framework for Operations Strategy in Manufacturing
Core Capabilities Defined
Developing a Manufacturing Strategy
Operations Strategy in Services
Internet Compliments Strategy

Attacking Through Operations

Productivity Measurement
Key Performance indicators (KPI) Defined
Productivity Defined
How Does Wall Street Evaluate Operations Performance?

Conclusion


Learning Curves


Application of Learning Curves
Learning Curve Defined
Individual Learning Defined
Organizational Learning Defined

Plotting Learning Curves
Logarithmic Analysis
Learning Curve Tables
Estimating the Learning Percentage
How Long Does Learning Go On?

General Guidelines for Learning
Individual Learning
Organizational Learning


3. Project Management

Chapter Summary 

What is Project Management?
Project Defined
Project Management Defined

Structuring Projects
Pure Project
Functional Project
Matrix Project

Work Breakdown Structure
Project Milestones Defined
Work Breakdown Structure Defined
Activities Defined

Project Control Charts
Gantt Chart Defined

Network-Planning Models
Critical Path Defined
CPM With a Single Time Estimate
Immediate Predecessors Defined
Slack Time Defined
Early Start Schedule Defined
Late Start Schedule Defined
CPM with Three Activity Estimates
Maintaining Ongoing Project Schedules

Time-Cost Models
Time Cost Models Defined
Minimum-Cost Scheduling (Time-Cost Trade-Off)

Managing Resources
Tracking Progress

Cautions on Critical Path Analysis

Conclusion

4. Product Design

The Product Design Process

The Product Development Process

Economic Analysis of Product Development Projects

      Build a Base-Case Financial Model
      Sensitivity Analysis to Understand Project Trade-offs

Designing for the Customer

      Quality Function Development
      Value Analysis/Value Engineering

Designing Products for Manufacture and Assembly

       How Does Design for Manufacturing and Assembly (DFMA) Work?

Measuring Product Development Performance

Conclusion


5. Process Analysis  -  Summary


I. Process Analysis

A. Process Defined

B. Analyzing a Las Vegas Slot Machine

C. Cycle Time Defined

Utilization Defined
Process Flowcharting

III. Types of Processes

Buffering, Blocking, Starving, and Bottleneck Defined
Make-to-Order, Make-to-Stock, and Hybrid Processes Defined
Pacing Defined

Buffering refers to a storage area between stages where the output of a state is placed prior to being used in a downstream stage.

Blocking occurs when the activities in the stage must stop because there is no place to deposit the item just completed.

Starving occurs when the activities in a stage must stop because there is no work.



IV. Measuring Process Performance

A. Productivity and Efficiency Defined

B. Run Time, Setup Time, and Operation Time Defined

C. Throughput Time and Throughput Rate Defined

D. Process Velocity or Throughput Ratio Defined

E. Value-Added Time Defined

Little's Law Defined
Process Analysis Examples

A. A Bread-Making Operation

B. A Restaurant Operation

Planning a Transit Bus Operation
Process Throughput Time Reduction

Case: Analyzing Casino Money – Handling Processes


Job Design Decisions
Job Design Defined

Behavioral Considerations in Job Design
Degree of Labor Specialization
Specialization of Labor Defined
Job Enrichment
Job Enrichment Defined
Sociotechnical Systems
Sociotechnical Systems Defined

Physical Considerations in Job Design
Work Physiology Defined
Ergonomics Defined

Work Methods
A Production Process
Workers at a Fixed Workplace
Workers Interacting with Equipment
Workers Interacting with Other Workers

Work Measurements and Standards
Work Measurement Techniques
Work Measurement Defined
Work Sampling Compared to Time Study
Time Study Defined
Predetermined Motion Time Data Systems Defined
Elemental Data Defined
Normal Time Defined
Standard Time Defined
Work Sampling Defined

Financial Incentive Plans
Basic Compensation Systems
Individual and Small-Group Incentive Plans
Organizationwide Plans

Conclusion

Job Design and Work Measurement 


Job Design Decisions
Job Design Defined

Behavioral Considerations in Job Design
Degree of Labor Specialization
Specialization of Labor Defined
Job Enrichment
Job Enrichment Defined
Sociotechnical Systems
Sociotechnical Systems Defined

Physical Considerations in Job Design
Work Physiology Defined
Ergonomics Defined

Work Methods
A Production Process
Workers at a Fixed Workplace
Workers Interacting with Equipment
Workers Interacting with Other Workers

Work Measurements and Standards
Work Measurement Techniques
Work Measurement Defined
Work Sampling Compared to Time Study
Time Study Defined
Predetermined Motion Time Data Systems Defined
Elemental Data Defined
Normal Time Defined
Standard Time Defined
Work Sampling Defined

Financial Incentive Plans
Basic Compensation Systems
Individual and Small-Group Incentive Plans
Organizationwide Plans

Conclusion

6. Manufacturing Process Selection and Design

Chapter Outline

Process Selection
Types of Processes
Job Shop Defined
Batch Shop Defined
Assembly Line Defined
Continuous Flow Defined
Process Flow Structures
Product-Process Matrix
Product-Process Matrix Defined

Break-Even Analysis
Specific Process Equipment Selection

Manufacturing Process Flow Design

Conclusion


7.  Service Process Selection and Design

Chapter outline

The Nature of Services
Service Businesses and Internal Services
Facilities-Based Services Defined
Field-Based Services Defined
A Customer-Centered View of Service Management

An Operational Classification of Services
High and Low Degree of Customer Contact Defined

Designing Service Organizations
Service Strategy: Focus and Advantage

Structuring the Service Encounter: Service-System Design Matrix
Strategic Uses of the Matrix

Service Blueprinting and Fail-Safing
Service Blueprint Defined
Poka-Yokes Defined

Three Contrasting Service Designs
The Production-Line Approach
The Self-Service Approach
The Personal-Attention Approach

Applying Behavioral Science to Service Encounters

New Service Development Process

Service Guarantees as Design Drivers
Service Guarantee Defined

Conclusion


Operations & Supply Chain Management
15th Edition
9353161177 · 9789353161170
By Richard B. Chase, Ravi Shankar
© 2018 | Published: July 24, 2018
https://www.mheducation.co.in/operations-supply-chain-management-9789353161170-india

Section One: Strategy, Products, and Capacity
1. Introduction 
2. Strategy 
3. Design of Products and Services 
4. Project Management 
5. Strategic Capacity Management 
6. Learning Curves 
Section Two: Manufacturing and Service Processes
7. Manufacturing Processes 
8. Facility Layout 
9. Service Processes 
10. Waiting Line Analysis and Simulation 
11. Process Design and Analysis 
12. Six Sigma Quality 
13. Statistical Quality Control 
Section Three: Supply Chain Processes
14. Lean Supply Chains 
15. Logistics, Distribution, and Transportation 
16. Global Sourcing and Procurement 
Section Four: Supply and Demand Planning and Control
17. Enterprise Resource Planning Systems 
18. Forecasting 
19. Sales and Operations Planning 
20. Inventory Management 
21. Material Requirements Planning 
22. Workcenter Scheduling 
23. Theory of Constraints  Section Five: Special Topics
24. Health Care 
25. Operations Consulting 
Appendix A Linear Programming Using the Excel Solver 
Appendix B Operations Technology 
Appendix C Financial Analysis 
Appendix D Answers to Selected Objective Questions
Appendix E Present Value Table 
Appendix F Negative Exponential Distribution: Values of e–x
Appendix G Areas of the Cumulative Standard Normal Distribution
Appendix H Uniformly Distributed Random Digits 
Appendix I Interest Tables 
Index 


Operations and Supply Chain Management
16th Edition
By F. Robert Jacobs and Richard Chase
ISBN10: 1260238903
ISBN13: 9781260238907
Copyright: 2021
https://www.mheducation.com/highered/product/operations-supply-chain-management-jacobs-chase/M9781260238907.html




Section One: Strategy, Products, and Capacity
Ch. 1 Introduction
Ch. 2 Strategy
Ch. 3 Design of Products and Services
Ch. 4 Projects
Ch. 5 Strategic Capacity Management
5S Investment Analysis
Ch. 6 Learning Curves

Section Two: Manufacturing and Service Processes
Ch. 7 Manufacturing Processes
7S Manufacturing Technology
Ch. 8 Facility Layout
Ch. 9 Service Processes
9S Health Care
Ch. 10 Waiting Line Analysis and Simulation
Ch. 11 Process Design and Analysis
11S Operations Consulting
Ch. 12 Six Sigma Quality
Ch. 13 Statistical Quality Control

Section Three: Supply Chain Processes
Ch. 14 Lean Supply Chains
Ch. 15 Logistics, Distribution, and Transportation
Ch. 16 Global Sourcing and Procurement

Section Four: Supply and Demand Planning and Control
Ch. 17 The Internet of Things and ERP
Ch. 18 Forecasting
Ch. 19 Sales and Operations Planning
19S Linear Programming Using the Excel Solver


Updated 2.4.2022, 17.8.2021
Ch. 20 Inventory Management
Ch. 21 Material Requirements Planning
Ch. 22 Workcenter Scheduling
22S Theory of Constraints

Appendices
A Interest Tables
B Negative Exponential Distribution: Values of E–X
C Areas of the Cumulative Standard Normal Distribution
D Uniformly Distributed Random Digits
E Answers to Selected Objective



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