Operations and Supply Chain Management for MBAs, EMEA Edition

Häftad, Engelska, 2020

Av Jack R. Meredith, Scott M. Shafer, Jack R. (University of Cincinnati) Meredith, Scott M. (Wake Forest University) Shafer

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The seventh edition of Operations and Supply Chain Management for MBAs is the definitive introduction to the fundamental concepts of supply chain and operations management. Designed specifically to meet the needs of MBA students, this market-leading book offers clear presentation of topics such process planning and design, capacity and location planning, schedule and inventory management, and enterprise resource planning. A strategic, conceptual approach helps readers comprehend the contemporary issues they will soon be facing in industry.This concisely-formatted volume enables instructors to customize their courses for the unique requirements of MBA programs. Each chapter integrates material directly into the text—rather than sidebars, highlights, and other pedagogical devices—to achieve a smooth, easy-to-read narrative flow. Carefully selected questions prompt discussions that complement the mature, more experienced nature of MBA students, while case studies and supplementary materials illustrate key concepts and practices. Topics such as outsourcing and global sourcing, the role of information technology, and global competitiveness strategies assist students to understand working and competing in the globalized economy.

Produktinformation

Utgivningsdatum2020-01-02
Mått10 x 10 x 10 mm
Vikt454 g
FormatHäftad
SpråkEngelska
Antal sidor416
Upplaga7
FörlagJohn Wiley & Sons Inc
ISBN9781119668183

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Preface xiiiPart 1 Strategy and Execution1 Operations and Supply Chain Strategy for Competitiveness 21.1 Introduction 21.2 Operations 51.2.1 Systems Perspective 71.2.2 Inputs 71.2.3 Value-Creation Processes 81.2.4 Outputs 81.2.5 Control 101.2.6 Operations Activities 111.2.7 Trends in Operations and Supply Chain Management 111.3 Customer Value 141.3.1 Costs 141.3.2 Innovativeness 141.3.3 Functionality 151.3.4 Quality 151.3.5 Customization 161.3.6 Responsiveness 181.4 Strategy and Competitiveness 201.4.1 Global Trends 201.4.2 Strategy 211.4.3 Strategic Frameworks 221.4.4 Core Capabilities 291.5 Productivity 311.5.1 Improving Productivity Rates 322 Executing Strategy: Project Management 402.1 Introduction 412.2 Defining a Project 442.3 Planning the Project 452.3.1 The Project Portfolio 452.3.2 The Project Life Cycle 482.3.3 Projects in the Organizational Structure 492.3.4 Organizing the Project Team 502.3.5 Project Plans 512.3.6 Change Management 542.4 Scheduling the Project 552.4.1 Project Scheduling with Certain Activity Times: A Process Improvement Example 552.4.2 Project Scheduling with Uncertain Activity Times 582.4.3 Project Management Software Capabilities 632.4.4 Goldratt’s Critical Chain 632.4.5 Agile Project Management 672.5 Expediting the Project: Trade-Offs Between Cost and Time 682.6 Controlling the Project: Cost and Performance 72Part 2 Product and Process Design3 Product and Process Planning 823.1 Introduction 823.2 Product Design 853.3 Forms of Transformation Systems 883.3.1 Continuous Process 883.3.2 Flow Shops 893.3.3 Job Shops 953.3.4 Cellular Production 993.3.5 Project Operations 1033.4 Selection of a Transformation System 1043.4.1 Considerations of Volume and Variety 1043.4.2 Product and Process Life Cycle 1063.4.3 Service Processes 1084 Capacity and Scheduling 1194.1 Introduction 1194.2 Long-Term Capacity Planning 1214.2.1 Capacity Planning Strategies 1234.3 Effectively Utilizing Capacity Through Schedule Management 1284.3.1 Scheduling Services 1294.4 Short-Term Capacity Planning 1344.4.1 Process-Flow Analysis 1344.4.2 Short-Term Capacity Alternatives 1394.4.3 Capacity Planning for Services 1414.4.4 The Learning Curve 1434.4.5 Capacity and Waiting 1454.4.6 Measuring the Performance of the Basic Queuing System 1484.4.7 Human Aspects and the Psychology of Waiting 1505 Strategic Management of Supply Chains 1555.1 Introduction 1555.2 Defining SCM 1585.3 Supply Chain Strategy 1605.3.1 Strategic Need for SCM 1615.3.2 Measures of Supply Chain Performance 1635.4 Supply Chain Design 1655.4.1 Logistics 1665.5 Sourcing Strategies and Outsourcing 1745.5.1 Purchasing/Procurement 1755.5.2 Supplier Management 1775.6 Role of Information Technology 1795.6.1 ERP 1805.6.2 Customer Relationship Management Systems 1825.6.3 Block Chain Technology 1835.7 Successful SCM 1845.7.1 Closed-Loop Supply Chains and Reverse Logistics 184Supplement A—The Beer Game 1916 Supply Chain Planning and Analytics 1956.1 Introduction 1966.2 Importance of Supply Chain Planning and Analytics 1976.3 Demand Planning 1996.3.1 Forecasting Methods 1996.3.2 Factors Influencing the Choice of Forecasting Method 2016.3.3 Time Series Analysis 2016.3.4 Causal Forecasting with Regression 2116.3.5 Assessing the Accuracy of Forecasting Models 2176.4 Sales and Operations Planning 2186.4.1 Aggregate Planning Strategies 2196.4.2 Determining the Service Level: An Example Using the Newsvendor Problem 2206.4.3 Collaborative Planning, Forecasting, and Replenishment 2236.5 Inventory and Supply Planning 2236.5.1 Functions of Inventories 2246.5.2 Forms of Inventories 2256.5.3 Inventory-Related Costs 2266.5.4 Decisions in Inventory Management 227Supplement A—The Economic Order Quantity Model 232Part 3 Managing and Improving the Process7 Monitoring and Controlling the Processes 2407.1 Introduction 2407.2 Monitoring and Control 2427.3 Process Monitoring 2437.3.1 Stages of Operational Effectiveness 2437.3.2 Balanced Scorecard 2457.3.3 The Strategy Map 2467.3.4 ISO 9000 and 14000 2477.3.5 Failure Mode and Effect Analysis (FMEA) 2487.4 Process Control 2497.4.1 Statistical Process Control 2507.4.2 Constructing Control Charts 2547.5 Controlling Service Quality 2577.5.1 Service Defections 2588 Process Improvement: Six Sigma 2668.1 Introduction 2668.2 Approaches for Process Improvement 2698.3 Business Process Design (Reengineering) 2708.4 Six Sigma and the DMAIC Improvement Process 2738.4.1 Example Six Sigma Project 2748.5 The Define Phase 2768.5.1 Process Mapping 2768.5.2 Benchmarking 2778.5.3 Quality Function Deployment (QDF) 2788.5.4 The Kano Model 2818.6 The Measure Phase 2828.6.1 Defects per Million Opportunities (DPMO) 2838.6.2 Measurement Systems Analysis 2858.7 The Analyze Phase 2878.7.1 Brainstorming 2888.7.2 Cause-and-Effect Diagrams 2908.7.3 Process Capability Analysis 2908.8 The Improve Phase 2938.8.1 Design of Experiments 2938.9 The Control Phase 2958.10 Six Sigma in Practice 2958.10.1 Six Sigma Roles 2958.10.2 Becoming Certified 2968.10.3 The Need to Customize Six Sigma Programs 2969 Process Improvement: Lean 3029.1 Introduction 3029.2 History and Philosophy of Lean 3069.2.1 Traditional Systems Compared with Lean 3079.3 Specify Value and Identify the Value Stream 3119.3.1 Identify the Value Stream 3129.4 Make Value Flow 3169.4.1 Continuous Flow Manufacturing 3169.4.2 The Theory of Constraints 3179.5 Pull Value Through the Value Stream 3209.5.1 Kanban/JIT in Services 3219.6 Pursue Perfection 3219.6.1 5S 3229.6.2 The Visual Factory 3229.6.3 Kaizen 3229.6.4 Poka Yoke 3239.6.5 Total Productive Maintenance 3239.7 Benefits of Lean and Lean Six Sigma 3239.7.1 Lean Six Sigma 324Cases 329BPO, Incorporated: Call Center Six Sigma Project 329Peerless Laser Processors 342General Micro Electronics Inc.: Semiconductor Assembly Process 347Heublein: Project Management and Control System 360D. U. Singer Hospital Products Corp. 371Automotive Builders Inc.: The Stanhope Project 375Area Under the Normal Distribution 382Glossary 384Index 389