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Section One Strategy, Products, and Capacity |
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2 | (18) |
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Introduction---The Elements of OSCM |
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3 | (6) |
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What Is Operations and Supply Chain Management? |
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3 | (1) |
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Distinguishing Operations versus Supply Chain Processes |
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4 | (2) |
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Categorizing Operations and Supply Chain Processes |
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6 | (1) |
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Differences between Services and Goods |
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7 | (1) |
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The Goods--Services Continuum |
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8 | (1) |
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Product--Service Bundling |
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9 | (1) |
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9 | (1) |
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The Major Concepts that Define the OSCM Field |
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10 | (3) |
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Current Issues in Operations and Supply Chain Management |
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13 | (1) |
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Efficiency, Effectiveness, and Value |
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13 | (1) |
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14 | (1) |
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15 | (1) |
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16 | (1) |
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Analytics Exercise: Comparing Companies Using Wall Street Efficiency Measures |
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16 | (3) |
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19 | (1) |
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20 | (19) |
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What Is Operations and Supply Chain Strategy? |
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21 | (4) |
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22 | (2) |
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24 | (1) |
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Order Winners and Order Qualifiers: The Marketing-Operations Link |
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24 | (1) |
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Strategies Are Implemented Using Operations and Supply Chain Activities---IKEA'S Strategy |
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25 | (1) |
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Assessing the Risk Associated with Operations and Supply Chain Strategies |
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25 | (3) |
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Risk Management Framework |
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27 | (1) |
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28 | (2) |
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A Sustainable Operations and Supply Chain Strategy |
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30 | (1) |
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31 | (2) |
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33 | (1) |
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33 | (1) |
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34 | (2) |
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36 | (1) |
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37 | (2) |
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3 Design of Products and Services |
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39 | (32) |
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40 | (6) |
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Product Development Process |
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41 | (5) |
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46 | (3) |
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Designing for the Customer |
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47 | (1) |
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Value Analysis/Value Engineering |
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48 | (1) |
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Designing Products for Manufacture and Assembly |
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49 | (4) |
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Designing Service Products |
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53 | (4) |
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Economic Analysis of Product Development Projects |
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54 | (1) |
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Build a Base-Case Financial Model |
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55 | (2) |
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Sensitivity Analysis to Understand Project Trade-Offs |
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57 | (1) |
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Measuring Product Development Performance |
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58 | (1) |
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59 | (1) |
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60 | (3) |
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63 | (1) |
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63 | (3) |
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Case: IKEA: Design and Pricing |
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66 | (2) |
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Case: Comparison of Competing Products |
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68 | (2) |
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70 | (1) |
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71 | (37) |
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What Is Project Management? |
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72 | (4) |
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Organizing the Project Team |
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73 | (1) |
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73 | (1) |
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73 | (1) |
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74 | (1) |
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75 | (1) |
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76 | (5) |
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Earned Value Management (EVM) |
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78 | (3) |
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81 | (11) |
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Critical Path Method (CPM) |
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82 | (4) |
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CPM with Three Activity Time Estimates |
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86 | (2) |
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Time--Cost Models and Project Crashing |
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88 | (4) |
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Project Management Information Systems |
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92 | (1) |
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93 | (2) |
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95 | (4) |
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99 | (1) |
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99 | (6) |
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Analytics Exercise: Product Design Project |
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105 | (2) |
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107 | (1) |
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5 Strategic Capacity Management |
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108 | (20) |
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Capacity Management in Operations and Supply Chain Management |
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109 | (3) |
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Capacity Planning Concepts |
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110 | (1) |
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Economies and Diseconomies of Scale |
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110 | (1) |
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111 | (1) |
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111 | (1) |
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112 | (3) |
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Considerations in Changing Capacity |
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112 | (1) |
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Determining Capacity Requirements |
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113 | (2) |
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Using Decision Trees to Evaluate Capacity Alternatives |
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115 | (3) |
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Planning Service Capacity |
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118 | (2) |
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Capacity Planning in Services versus Manufacturing |
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118 | (1) |
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Capacity Utilization and Service Quality |
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119 | (1) |
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120 | (1) |
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121 | (2) |
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123 | (1) |
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123 | (2) |
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Case: Shouldice Hospital---A Cut Above |
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125 | (2) |
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127 | (1) |
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128 | (16) |
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128 | (15) |
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128 | (3) |
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131 | (1) |
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132 | (1) |
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Choosing among Investment Proposals |
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133 | (6) |
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Methods of Ranking Investments |
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139 | (1) |
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Sample Problems: Investment Decisions |
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140 | (3) |
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143 | (1) |
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144 | (18) |
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What Are Learning Curves? |
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145 | (1) |
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How Are Learning Curves Modeled? |
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146 | (1) |
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147 | (5) |
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147 | (5) |
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Estimating the Learning Percentage |
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152 | (1) |
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How Long Does Learning Go On? |
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152 | (1) |
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In Practice, How much Learning Occurs? |
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152 | (3) |
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152 | (1) |
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153 | (2) |
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155 | (1) |
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155 | (1) |
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156 | (1) |
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157 | (3) |
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160 | (2) |
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Section Two Manufacturing and Service Processes |
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7 Manufacturing Processes |
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162 | (20) |
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What Are Manufacturing Processes? |
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163 | (2) |
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How Manufacturing Processes Are Organized |
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165 | (4) |
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167 | (2) |
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Manufacturing Process Flow Design |
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169 | (5) |
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174 | (1) |
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175 | (1) |
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176 | (1) |
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177 | (2) |
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Case: Circuit Board Fabricators, Inc. |
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179 | (2) |
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181 | (1) |
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7S Manufacturing Technology |
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182 | (7) |
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Technologies in Manufacturing |
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182 | (3) |
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Computer-Integrated Manufacturing |
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185 | (2) |
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187 | (1) |
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188 | (1) |
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189 | (34) |
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Analyzing the Four Most Common Layout Formats |
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191 | (13) |
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191 | (4) |
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Systematic Layout Planning |
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195 | (1) |
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195 | (1) |
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195 | (4) |
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199 | (1) |
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Flexible and U-Shaped Line Layouts |
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200 | (1) |
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Mixed-Model Line Balancing |
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200 | (2) |
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202 | (1) |
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202 | (2) |
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204 | (3) |
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204 | (2) |
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Signs, Symbols, and Artifacts |
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206 | (1) |
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206 | (1) |
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207 | (1) |
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208 | (5) |
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213 | (1) |
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213 | (6) |
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219 | (1) |
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Analytics Exercise: Designing a Manufacturing Process |
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220 | (2) |
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222 | (1) |
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223 | (21) |
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224 | (1) |
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An Operational Classification of Services |
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225 | (1) |
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Designing Service Organizations |
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225 | (8) |
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Structuring the Service Encounter: The Service-System Design Matrix 22 |
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7 | (221) |
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228 | (2) |
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Managing Customer-Introduced Variability |
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230 | (1) |
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Applying Behavioral Science to Service Encounters |
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230 | (3) |
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Service Blueprinting and Fail-Safing |
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233 | (1) |
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Three Contrasting Service Designs |
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234 | (5) |
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The Production-Line Approach |
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235 | (1) |
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The Self-Service Approach |
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236 | (1) |
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The Personal-Attention Approach |
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236 | (1) |
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Seven Characteristics of a Well-Designed Service System |
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237 | (2) |
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239 | (1) |
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240 | (1) |
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241 | (1) |
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Case: South Beach Pizza: An Exercise in Translating Customer Requirements into Process Design Requirements |
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241 | (2) |
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243 | (1) |
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244 | (14) |
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The Nature of Health Care Operations |
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244 | (1) |
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Classification of Hospitals |
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245 | (1) |
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Hospital Layout and Care Chains |
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246 | (1) |
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247 | (1) |
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248 | (1) |
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Quality Management and Process Improvement |
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248 | (1) |
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Health Care Supply Chains |
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249 | (2) |
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251 | (1) |
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251 | (1) |
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252 | (1) |
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252 | (2) |
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254 | (1) |
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254 | (1) |
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255 | (1) |
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Case: Managing Patient Wait Times at a Family Clinic |
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255 | (2) |
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257 | (1) |
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10 Waiting Line Analysis and Simulation |
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258 | (43) |
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259 | (8) |
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The Practical View of Waiting Lines |
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259 | (1) |
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260 | (7) |
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267 | (9) |
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Approximating Customer Waiting Time |
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273 | (3) |
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276 | (7) |
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Example: A Two-Stage Assembly Line |
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276 | (3) |
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279 | (3) |
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Simulation Programs and Languages |
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282 | (1) |
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283 | (2) |
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285 | (3) |
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288 | (1) |
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288 | (5) |
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Case: Community Hospital Evening Operating Room |
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293 | (1) |
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Analytics Exercise: Processing Customer Orders |
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293 | (3) |
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296 | (5) |
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11 Process Design and Analysis |
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301 | (33) |
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302 | (3) |
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Example---Analyzing a Las Vegas Slot Machine |
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302 | (2) |
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304 | (1) |
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305 | (8) |
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Buffering, Blocking, and Starving |
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305 | (1) |
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Make-to-Stock vs. Make-to-Order |
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306 | (3) |
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Measuring Process Performance |
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309 | (2) |
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Production Process Mapping and Little's Law |
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311 | (2) |
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313 | (2) |
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Behavioral Considerations in Job Design |
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314 | (1) |
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Work Measurement and Standards |
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314 | (1) |
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Process Analysis Examples |
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315 | (7) |
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315 | (1) |
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316 | (2) |
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Planning a Transit Bus Operation |
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318 | (2) |
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Process Flow Time Reduction |
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320 | (2) |
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322 | (2) |
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324 | (2) |
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326 | (1) |
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327 | (4) |
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Case: Runners Edge--Call Center Process Analysis |
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331 | (2) |
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333 | (1) |
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11S Operations Consulting |
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334 | (10) |
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What is Operations Consulting? |
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334 | (3) |
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The Management Consulting Industry |
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334 | (1) |
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Economics of Consulting Firms |
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335 | (1) |
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When Operations Consulting is Needed |
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336 | (1) |
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The Operations Consulting Process |
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337 | (5) |
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Operations Consulting Tool Kit |
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338 | (1) |
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338 | (2) |
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340 | (1) |
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Data Analysis and Solution Development |
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341 | (1) |
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Cost Impact and Payoff Analysis |
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341 | (1) |
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342 | (1) |
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342 | (1) |
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343 | (1) |
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343 | (1) |
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343 | (1) |
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344 | (19) |
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345 | (4) |
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Quality Specifications and Quality Costs |
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346 | (1) |
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Developing Quality Specifications |
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346 | (1) |
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347 | (2) |
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349 | (7) |
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350 | (1) |
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Analytical Tools for Six Sigma |
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351 | (3) |
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Six Sigma Roles and Responsibilities |
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354 | (1) |
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The Shingo System: Fail-Safe Design |
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355 | (1) |
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356 | (2) |
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External Benchmarking for Quality Improvement |
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357 | (1) |
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358 | (1) |
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359 | (1) |
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360 | (1) |
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Case: Testa's Quality Challenge |
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361 | (1) |
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362 | (1) |
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13 Statistical Quality Control |
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363 | (33) |
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Statistical Quality Control |
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364 | (7) |
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Understanding and Measuring Process Variation |
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365 | (2) |
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Measuring Process Capability |
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367 | (4) |
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Statistical Process Control Procedures |
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371 | (8) |
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Process Control with Attribute Measurements: Using p-Charts |
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372 | (2) |
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Process Control with Attribute Measurements: Using c-Charts |
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374 | (1) |
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Process Control with Variable Measurements: Using X- and R-Charts |
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375 | (1) |
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How to Construct X- and R-Charts |
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376 | (3) |
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379 | (3) |
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Design of a Single Sampling Plan for Attributes |
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379 | (1) |
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Operating Characteristic Curves |
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380 | (2) |
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382 | (1) |
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383 | (3) |
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386 | (1) |
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386 | (5) |
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Analytics Exercise: Hot Shot Plastics Company |
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391 | (1) |
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Analytics Exercise: Quality Management---Toyota |
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392 | (1) |
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393 | (3) |
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Section Three Supply Chain Processes |
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396 | (28) |
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397 | (2) |
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The Toyota Production System |
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398 | (1) |
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399 | (2) |
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401 | (2) |
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Lean Supply Chain Design Principles |
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403 | (7) |
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404 | (1) |
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Lean Production Schedules |
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405 | (4) |
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409 | (1) |
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410 | (2) |
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412 | (2) |
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414 | (4) |
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418 | (1) |
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418 | (1) |
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Case: Quality Parts Company |
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419 | (2) |
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Case: Value Stream Mapping |
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421 | (1) |
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Case: Pro Fishing Boats---A Value Stream Mapping Exercise |
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422 | (1) |
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423 | (1) |
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15 Logistics, Distribution, and Transportation |
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424 | (24) |
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425 | (1) |
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Decisions Related to Logistics |
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426 | (1) |
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426 | (1) |
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427 | (1) |
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Locating Logistics Facilities |
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427 | (10) |
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429 | (4) |
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433 | (1) |
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Locating Service Facilities |
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434 | (3) |
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437 | (1) |
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438 | (4) |
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442 | (1) |
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442 | (3) |
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Analytics Exercise: Distribution Center Location |
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445 | (2) |
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447 | (1) |
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16 Global Sourcing and Procurement |
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448 | (24) |
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449 | (5) |
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450 | (1) |
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Supply Chain Uncertainty Framework |
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451 | (3) |
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454 | (6) |
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454 | (1) |
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Framework for Supplier Relationships |
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455 | (2) |
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457 | (3) |
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460 | (2) |
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Measuring Sourcing Performance |
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462 | (2) |
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464 | (1) |
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465 | (1) |
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466 | (2) |
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Analytics Exercise: Global Sourcing Decisions---Grainger: Reengineering the China/U.S. Supply Chain |
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468 | (2) |
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470 | (2) |
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Section Four Supply and Demand Planning and Control |
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17 The Internet of Things and ERP |
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472 | (13) |
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Intelligent Devices Connected through the Internet |
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473 | (1) |
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473 | (2) |
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474 | (1) |
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474 | (1) |
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475 | (1) |
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How ERP Connects the Functional Units |
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475 | (4) |
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476 | (1) |
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Manufacturing and Logistics |
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476 | (1) |
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477 | (1) |
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477 | (1) |
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477 | (1) |
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477 | (2) |
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How Supply Chain Planning and Control Fits Within ERP |
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479 | (2) |
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479 | (1) |
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SAP Supply Chain Management |
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479 | (1) |
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SAP Supply Chain Execution |
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480 | (1) |
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SAP Supply Chain Collaboration |
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480 | (1) |
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SAP Supply Chain Coordination |
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481 | (1) |
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Performance Metrics to Evaluate Integrated System Effectiveness |
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481 | (2) |
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The "Functional Silo" Approach |
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482 | (1) |
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483 | (1) |
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484 | (1) |
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484 | (1) |
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484 | (1) |
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485 | (41) |
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Forecasting in Operations and Supply Chain Management |
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486 | (1) |
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Quantitative Forecasting Models |
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487 | (19) |
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487 | (1) |
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488 | (13) |
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501 | (3) |
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Causal Relationship Forecasting |
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504 | (2) |
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Qualitative Techniques in Forecasting |
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506 | (2) |
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507 | (1) |
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507 | (1) |
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507 | (1) |
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507 | (1) |
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Web-Based Forecasting: Collaborative Planning, Forecasting, and Replenishment (CPFR) |
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508 | (1) |
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509 | (2) |
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511 | (4) |
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515 | (1) |
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516 | (8) |
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Analytics Exercise: Forecasting Supply Chain Demand---Starbucks Corporation (L01 8-2) |
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524 | (1) |
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525 | (1) |
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19 Sales and Operations Planning |
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526 | (26) |
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What Is Sales and Operations Planning? |
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527 | (2) |
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An Overview of Sales and Operations Planning Activities |
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527 | (2) |
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The Aggregate Operations Plan |
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529 | (11) |
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Aggregate Planning Techniques |
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533 | (1) |
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A Cut-and-Try Example: The JC Company |
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533 | (5) |
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Aggregate Planning Applied to Services: Tucson Parks and Recreation Department |
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538 | (2) |
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540 | (2) |
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Operating Yield Management Systems |
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541 | (1) |
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542 | (1) |
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543 | (3) |
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546 | (1) |
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546 | (3) |
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Analytics Exercise: Developing an Aggregate Plan---Bradford Manufacturing |
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549 | (1) |
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550 | (2) |
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19S Linear Programming Using the Excel Solver |
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552 | (14) |
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The Linear Programming Model |
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553 | (4) |
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Linear Programming Using Microsoft Excel |
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554 | (3) |
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557 | (1) |
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557 | (7) |
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564 | (2) |
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566 | (43) |
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Understanding Inventory Management |
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567 | (3) |
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569 | (1) |
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570 | (1) |
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Independent versus Dependent Demand |
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570 | (18) |
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Inventory Control Systems |
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571 | (1) |
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A Single-Period Inventory Model |
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572 | (1) |
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Multiperiod Inventory Systems |
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573 | (3) |
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Fixed-Order Quantity Models |
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576 | (6) |
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582 | (2) |
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Inventory Turn Calculation |
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584 | (1) |
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585 | (3) |
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Inventory Planning and Accuracy |
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588 | (3) |
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588 | (1) |
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Inventory Accuracy and Cycle Counting |
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589 | (2) |
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591 | (2) |
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593 | (3) |
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596 | (1) |
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596 | (9) |
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Analytics Exercise: Inventory Management at Big 10Sweaters.com |
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605 | (2) |
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607 | (2) |
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21 Material Requirements Planning |
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609 | (31) |
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Understanding Material Requirements Planning |
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610 | (3) |
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610 | (1) |
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Master Production Scheduling |
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610 | (3) |
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Material Requirements Planning System Structure |
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613 | (5) |
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613 | (1) |
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614 | (2) |
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616 | (1) |
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617 | (1) |
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618 | (4) |
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618 | (1) |
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Developing a Master Production Schedule |
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618 | (1) |
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Bill-of-Materials (Product Structure) |
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619 | (1) |
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619 | (1) |
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Performing the MRP Calculations |
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619 | (3) |
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Lot Sizing in MRP Systems |
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622 | (4) |
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623 | (1) |
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623 | (1) |
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624 | (1) |
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625 | (1) |
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Choosing the Best Lot Size |
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625 | (1) |
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626 | (2) |
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628 | (5) |
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633 | (1) |
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633 | (4) |
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Analytics Exercise: An MRP Explosion-Brunswick Motors |
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637 | (2) |
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639 | (1) |
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640 | (32) |
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641 | (4) |
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The Nature and Importance of Workcenters |
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641 | (2) |
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Typical Scheduling and Control Functions |
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643 | (1) |
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Objectives of Workcenter Scheduling |
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644 | (1) |
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644 | (1) |
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Priority Rules and Techniques |
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645 | (6) |
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Scheduling n Jobs on One Machine |
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645 | (3) |
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Scheduling n Jobs on Two Machines |
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648 | (1) |
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Scheduling a Set Number of Jobs on the Same Number of Machines |
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649 | (2) |
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Scheduling n Jobs on m Machines |
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651 | (1) |
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651 | (4) |
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651 | (1) |
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Tools of Shop-Floor Control |
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652 | (2) |
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Principles of Workcenter Scheduling |
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654 | (1) |
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Personnel Scheduling in Services |
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655 | (2) |
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Scheduling Daily Work Times |
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655 | (1) |
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Scheduling Hourly Work Times |
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656 | (1) |
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657 | (2) |
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659 | (5) |
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664 | (1) |
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664 | (5) |
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Case: Keep Patients Waiting? Not in My Office |
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669 | (2) |
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671 | (1) |
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22S Theory of Constraints |
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672 | (31) |
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Eli Goldratt's Theory of Constraints |
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|
672 | (1) |
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673 | (3) |
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673 | (2) |
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675 | (1) |
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Bottlenecks, Capacity-Constrained Resources, and Synchronous Manufacturing |
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676 | (10) |
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Basic Manufacturing Building Blocks |
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|
677 | (1) |
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Methods for Synchronous Control |
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|
677 | (9) |
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Comparing Synchronous Manufacturing (TOC) to Traditional Approaches |
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|
686 | (2) |
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|
686 | (1) |
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Relationship with Other Functional Areas |
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|
687 | (1) |
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Theory of Constraints---Problems About What to Produce |
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|
688 | (7) |
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|
695 | (1) |
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696 | (2) |
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698 | (1) |
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|
698 | (4) |
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|
702 | (1) |
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|
703 | (4) |
|
B Negative Exponential Distribution: Values of E'x |
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|
707 | (1) |
|
C Areas of the Cumulative Standard Normal Distribution |
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|
708 | (1) |
|
D Uniformly Distributed Random Digits |
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|
709 | (1) |
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E Answers to Selected Objective Questions |
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|
710 | (2) |
| Index |
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712 | |
