06864nam a22001697a 4500 180416b xxu||||| |||| 00| 0 eng d 9780470964293 TS155.R375 Reid, R. Dan. Operations management: an integrated approach ./ 4ed. Mississauga: John Wiley and sons, 2011 479p.: ills.; 28cm. Contents: Introduction to operations management: What is operations management? -- Differences between manufacturing and service organization -- Operations management decisions -- Plan of this book -- Historical development -- Today's OM Environment -- Operations management in practice -- Within OM: How it all fits together -- OM across the organization -- The supply chain link -- Case: Hightone Electronics, Inc.-- Case: Creature care animal clinic -- Interactive Case: Virtual Company -- Internet challenge -- Online resources -- Supply chain management: What is supply chain: Components of a supply chain for a manufacturer -- The bullwhip Effect -- Supply chain for service organizations -- Major Issues affecting supply chain management -- The role of purchasing -- Sourcing issues -- Supply chain distribution -- Implementing supply chain management -- Supply chain performance metrics -- Trends in supply chain management within OM: How it all fits together -- SCM Across the organization -- The supply chain link -- Case: Electronic pocket calendars -- supply chain management game -- Case: Supply chain management at Durham international manufacturing company (DIMCO) -- Interactive Case: Virtual company -- Internet challenge -- Online resources -- Types of inventory -- How companies use their inventories -- Objectives of inventory management -- Relevant inventory costs -- ABC inventory classification -- Inventory record accuracy -- inventory in service organizations -- Determining order quantities -- Mathematical models for determining order quantities -- Why companies don't always use the optimal order quantity -- Justifying smaller order quantities -- The single-period inventory model -- Inventory management within OM: How it all fits together -- Inventory management across the organization -- The supply chain link -- Case: Fabqual LTD -- Case: Kayaks Incorporated -- Interactive case: Virtual company-- internet challenge -- Online resources -- Principles of forecasting -- Steps of forecasting process -- Types of forecasting methods -- Time series models -- Causal models -- Measuring forecast accuracy -- Selecting the right forecasting model -- Forecasting software -- focus forecasting -- Combining forecasting -- Collaborative planning , forecasting and replenishment -- Forecasting within OM: how it all fits together -- Forecasting across the organization -- the supply chain link -- Case: bram wear -- Case: the emergency room(ER) at Northwest general -- Interactive case: virtual company -- Internet challenge -- Online resources -- The role of Aggregate planning -- Types of aggregate plans -- Aggregate planning options -- Evaluating the current situation -- developing the aggregate plan -- Aggregate plans for companies with tangible products -- Aggregate plans for service companies with nontangible products -- Aggregate planing within OM: how it all fits together -- Aggregate planing across the organization -- the supply chain link -- Case: new market international manufacturing company -- Case: JPC, INK.; countertops manufacturer -- Interactive case: virtual company -- Internet challenge -- Online resources -- Enterprise resource planing -- the evolution of ERP -- the benefits of ERP -- the cost of ERP systems -- material planing systems -- An overview of MRP --Types of demand -- Objectives of MRP -- MRP inputs -- The MRP explosion process -- Action notices -- Comparison of lost size rules -- The role of capacity requirements planning -- Resource planning withing OM: how it all fits together -- Resource planning across the organization -- The supply chain link -- Case: newmarket international manufacturing company -- Case: desserts by J.B. -- Interactive case: virtual companies internet challenge -- Online resources -- Scheduling operations -- high-volume operations -- Scheduling work -- How to sequence -- Comparing priority rules -- Sequencing jobs through two work centers -- Scheduling bottlenecks -- Theory of constraints -- Developing a work force schedule -- Scheduling within OM: putting it all together -- Scheduling across the organization -- The supply chain link -- Case: air traffic controller school -- case: scheduling at red, white and blue fireworks company -- Interactive case: virtual company -- Internet challenge -- Online resources -- Product design: the product design process -- Factors impacting product design -- Process selection -- Design process -- Process performance metrics -- Linking product design and process selection -- Technology design -- Designing services -- Product design and process selection within OM: how it all fits together -- Product design and process selection across the organization -- The supply chain link -- Case: Biddy's bakery -- Case: creature care animal clinic -- Interactive case: virtual company -- Internet challenge -- Online resources -- The philosophy of JIT -- element of JIT -- Just-in-time manufacturing -- Total quality management -- Respect for people -- Benefits of JIT -- Implementing JIT -- JIT in services -- JIT and lean systems within OM: how it all fits together -- JIT and lean system across the organization -- The supply chain link -- Case: KATZ carpeting -- Case: DIXON audio systems -- Interactive case: virtual company -- Internet challenge -- Online resources -- Defining quality: cost of quality -- the evolution of total quality management -- The philosophy of TQM -- Quality awards and standards -- why TQM efforts fail -- Total quality management within OM: how it all fits together -- Total quality management across the organization -- The supply chain link -- Case: Gold Coast advertising -- Case: delta plastics , inc -- Interactive case: virtual company -- Internet challenge -- Online resources -- What is statistical quality control: sources of variation: common and assignable causes -- Descriptive statistics -- Statistical process control methods -- Control charts for variables -- Control charts for attributes -- Process capability -- Six sigma quality -- Acceptance sampling -- Implications for managers -- Statistical quality control in services -- Statistical quality control within OM: how it all fits together -- Statistical quality control across the organization -- The supply chain link -- Case: scharadin hotels -- case: delta plastics, ink -- Interactive case: virtual company -- Internet challenge -- Online resources. Nada R. Sanders lcc BK 6570 14070 0 0 lcc 0 0 WIUC-1 WIUC-1 GEN 2018-04-16 0 TS155.R375 8143/105/16 2018-04-16 00:00:00 1 2018-04-16 BK