Matching Supply with Demand: An Introduction to Operations Management
4th Edition
9355325053
·
9789355325051
© 2023 | Published: June 13, 2023
OverviewThis book represents the essential body of knowledge for an introductory operations management course. It has been successfully used with all types of students, from freshmen taking an introductory course in operations management, to MBAs, to…
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Chapter 1 Introduction
Chapter 2 The Process View of the Organization
Chapter 3 Understanding the Supply Process: Evaluating Process Capacity
Chapter 4 Estimating and Reducing Labor Costs
Chapter 5 Batching and Other Flow Interruptions: Setup Times and the Economic Order Quantity Model
Chapter 6 The Link between Operations and Finance
Chapter 7 Quality and Statistical Process Control
Chapter 8 Lean Operations and the Toyota Production System
Chapter 9 Variability and Its Impact on Process Performance: Waiting Time Problems
Chapter 10 The Impact of Variability on Process Performance: Throughput Losses
Chapter 11 Scheduling to Prioritize Demand
Chapter 12 Project Management
Chapter 13 Forecasting
Chapter 14 Betting on Uncertain Demand: The Newsvendor Model
Chapter 15 Assemble-to-Order, Make-to-Order, and Quick Response with Reactive Capacity
Chapter 16 Service Levels and Lead Times in Supply Chains: The Order-up-to Inventory Model
Chapter 17 Risk-Pooling Strategies to Reduce and Hedge Uncertainty
Chapter 18 Revenue Management with Capacity Controls
Chapter 19 Supply Chain Coordination
Appendixes
A Statistics Tutorial
B Tables
C Evaluation of the Expected Inventory and Loss Functions
D Equations and Approximations
E Solutions to Selected Practice Problems
Glossary
References
Index of Key “How To” Exhibits
Summary of Key Notation and Equations
Index
Chapter 2 The Process View of the Organization
Chapter 3 Understanding the Supply Process: Evaluating Process Capacity
Chapter 4 Estimating and Reducing Labor Costs
Chapter 5 Batching and Other Flow Interruptions: Setup Times and the Economic Order Quantity Model
Chapter 6 The Link between Operations and Finance
Chapter 7 Quality and Statistical Process Control
Chapter 8 Lean Operations and the Toyota Production System
Chapter 9 Variability and Its Impact on Process Performance: Waiting Time Problems
Chapter 10 The Impact of Variability on Process Performance: Throughput Losses
Chapter 11 Scheduling to Prioritize Demand
Chapter 12 Project Management
Chapter 13 Forecasting
Chapter 14 Betting on Uncertain Demand: The Newsvendor Model
Chapter 15 Assemble-to-Order, Make-to-Order, and Quick Response with Reactive Capacity
Chapter 16 Service Levels and Lead Times in Supply Chains: The Order-up-to Inventory Model
Chapter 17 Risk-Pooling Strategies to Reduce and Hedge Uncertainty
Chapter 18 Revenue Management with Capacity Controls
Chapter 19 Supply Chain Coordination
Appendixes
A Statistics Tutorial
B Tables
C Evaluation of the Expected Inventory and Loss Functions
D Equations and Approximations
E Solutions to Selected Practice Problems
Glossary
References
Index of Key “How To” Exhibits
Summary of Key Notation and Equations
Index
Overview
This book represents the essential body of knowledge for an introductory operations management course. It has been successfully used with all types of students, from freshmen taking an introductory course in operations management, to MBAs, to executive MBAs, and even PhD students. The guiding principle in the development of this text has been “real operations, real solutions.” “Real operations” means that most of the chapters in this book are written from the perspective of a specific company so that the material in this text will come to life by discussing it in a real-world context. “Real solutions” means that this text has demonstrated how to apply models from start to finish in a realistic operational setting. Furthermore, the implementation challenges of each model/strategy have been addressed so that students know what to expect when using models.
The fourth edition has benefited from the comments and suggestions from students, faculty, and practitioners from around the world. A number of small changes have been made to make the material easier for students to absorb.
Key Features
• An update of data and case examples to maintain the timeliness of the content.
• Addition of two chapters on forecasting and scheduling.
• An overall streamlining of the exposition of the existing content.
This book represents the essential body of knowledge for an introductory operations management course. It has been successfully used with all types of students, from freshmen taking an introductory course in operations management, to MBAs, to executive MBAs, and even PhD students. The guiding principle in the development of this text has been “real operations, real solutions.” “Real operations” means that most of the chapters in this book are written from the perspective of a specific company so that the material in this text will come to life by discussing it in a real-world context. “Real solutions” means that this text has demonstrated how to apply models from start to finish in a realistic operational setting. Furthermore, the implementation challenges of each model/strategy have been addressed so that students know what to expect when using models.
The fourth edition has benefited from the comments and suggestions from students, faculty, and practitioners from around the world. A number of small changes have been made to make the material easier for students to absorb.
Key Features
• An update of data and case examples to maintain the timeliness of the content.
• Addition of two chapters on forecasting and scheduling.
• An overall streamlining of the exposition of the existing content.
