1. Introduction to the Field of Operations Management
Chapter SummaryChapter 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 SummaryCompetitive 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 SummaryWhat 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
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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