| 000 | 27912cam a2206769 i 4500 | ||
|---|---|---|---|
| 001 | 2695 | ||
| 008 | 150304t20142014nyua b 001 0 eng | ||
| 020 |
_a0078024021 _q(alkaline paper) |
||
| 020 |
_a9780078024023 _q(alkaline paper) |
||
| 040 |
_aDLC _beng _cDLC _erda _dDLC _dTR-IsMEF |
||
| 041 | 0 | _aeng | |
| 049 | _aTR-IsMEF | ||
| 050 | 0 | 0 |
_aTS155 _b.J33 2014 |
| 100 | 1 |
_aJacobs, F. Robert, _eauthor. |
|
| 240 | 1 | 0 | _aOperations and supply management |
| 245 | 1 | 0 |
_aOperations and supply chain management / _bF. Robert Jacobs, Indiana University, Richard B. Chase, University of Southern California. |
| 250 | _aFourteenth global edition. | ||
| 264 | 1 |
_aNew York : _bMcGraw-Hill/Irwin, _c[2014] |
|
| 264 | 4 | _c©2014 | |
| 300 |
_axxxv, 761 pages : _bcolor illustrations ; _c29 cm. |
||
| 336 |
_atext _2rdacontent |
||
| 337 |
_aunmediated _2rdamedia |
||
| 338 |
_avolume _2rdacarrier |
||
| 490 | 0 | _aThe McGgraw-Hill/Irwin series operations and decision sciences | |
| 500 | _aPreviously published as: Operations and supply management. | ||
| 504 | _aIncludes bibliographical references and index. | ||
| 650 | 0 | _aProduction management. | |
| 700 | 1 |
_aChase, Richard B., _eauthor. |
|
| 900 | _aMEF Üniversitesi Kütüphane katalog kayıtları RDA standartlarına uygun olarak üretilmektedir / MEF University Library Catalogue Records are Produced Compatible by RDA Rules | ||
| 910 | _aÇağlayan | ||
| 942 |
_2lcc _cBKS _02 |
||
| 970 | 0 | 1 | _tContents |
| 970 | 1 | 2 |
_lSection One. _tStrategy, Products, and Capacity |
| 970 | 0 | 1 |
_l1. _tIntroduction, _p2 |
| 970 | 0 | 1 |
_aIntroduction, _p3 |
| 970 | 1 | 1 |
_tWhat is Operations and Supply Chain Management?, _p3 |
| 970 | 1 | 1 |
_tDistinguishing Operations versus Supply Chain Processes, _p4 |
| 970 | 1 | 1 |
_tCategorizing Operations and Supply Chain Processes, _p6 |
| 970 | 1 | 1 |
_tDifferences Between Services and Goods, _p8 |
| 970 | 1 | 1 |
_tThe Goods-Services Continuum, _p8 |
| 970 | 1 | 1 |
_tProduct-Service Bundling, _p9 |
| 970 | 1 | 1 |
_tCareers in Operations and Supply Chain Management, _p9 |
| 970 | 1 | 1 |
_tChief Operating Officer, _p10 |
| 970 | 1 | 1 |
_tHistorical Development of Operations and Supply Chain Management, _p11 |
| 970 | 1 | 1 |
_tCurrent Issues in Operations and Supply Chain Management, _p14 |
| 970 | 1 | 1 |
_tEfficiency, Effectiveness, and Value, _p14 |
| 970 | 1 | 1 |
_tHow Does Wall Street Evaluate Efficiency?, _p15 |
| 970 | 1 | 1 |
_tConcept Connections, _p19 |
| 970 | 1 | 1 |
_tDiscussion Questions, _p20 |
| 970 | 1 | 1 |
_tObjective Questions, _p20 |
| 970 | 1 | 1 |
_tAnalytics Exercise: Comparing Companies Using Wall Street Efficiency Measures (LO1-4), _p21 |
| 970 | 0 | 1 |
_aPractice Exam, _p22 |
| 970 | 0 | 1 |
_aSelected Bibliography, _p22 |
| 970 | 0 | 1 |
_aFootnotes, _p22 |
| 970 | 1 | 2 |
_l2. _tStrategy, _p23 |
| 970 | 1 | 1 |
_tA Sustainable Operations and Supply Chain Strategy, _p24 |
| 970 | 1 | 1 |
_tWhat is Operations and Supply Chain Strategy?, _p26 |
| 970 | 1 | 1 |
_tCompetitive Dimensions, _p27 |
| 970 | 1 | 1 |
_tThe Notion of Trade-Offs, _p29 |
| 970 | 1 | 1 |
_tOrder Winners and Order Qualifiers: The Marketing-Operations Link, _p30 |
| 970 | 1 | 1 |
_tStrategies Are Implemented Using Operations and Supply Chain Activities---Ikea's Strategy, _p30 |
| 970 | 1 | 1 |
_tAssessing the Risk Associated with Operations and Supply Chain Strategies, _p32 |
| 970 | 1 | 1 |
_tRisk Management Framework, _p33 |
| 970 | 1 | 1 |
_tProductivity Measurement, _p33 |
| 970 | 1 | 1 |
_tConcept Connections, _p36 |
| 970 | 1 | 1 |
_tSolved Problem, _p37 |
| 970 | 1 | 1 |
_tDiscussion Questions, _p37 |
| 970 | 1 | 1 |
_tObjective Questions, _p38 |
| 970 | 1 | 1 |
_tCase: The Tao of Timbuk2, _p40 |
| 970 | 0 | 1 |
_aPractice Exam, _p41 |
| 970 | 0 | 1 |
_aSelected Bibliography, _p41 |
| 970 | 0 | 1 |
_aFootnote, _p41 |
| 970 | 1 | 2 |
_l3. _tDesign of Products and Services, _p42 |
| 970 | 1 | 1 |
_tProduct Design, _p43 |
| 970 | 1 | 1 |
_tProduct Development Process, _p44 |
| 970 | 1 | 1 |
_tProduct Design Criteria, _p49 |
| 970 | 1 | 1 |
_tDesigning for the Customer, _p49 |
| 970 | 1 | 1 |
_tValue Analysis/Value Engineering, _p50 |
| 970 | 1 | 1 |
_tDesigning Products for Manufacture and Assembly, _p51 |
| 970 | 1 | 1 |
_tDesigning Service Products, _p55 |
| 970 | 1 | 1 |
_tEconomic Analysis of Product Development Projects, _p57 |
| 970 | 1 | 1 |
_tBuild a Base-Case Financial Model, _p57 |
| 970 | 1 | 1 |
_tSensitivity Analysis to Understand Project Trade-Offs, _p59 |
| 970 | 1 | 1 |
_tMeasuring Product Development Performance, _p60 |
| 970 | 1 | 1 |
_tConcept Connections, _p61 |
| 970 | 1 | 1 |
_tSolved Problem, _p62 |
| 970 | 1 | 1 |
_tDiscussion Questions, _p65 |
| 970 | 1 | 1 |
_tObjective Questions, _p66 |
| 970 | 1 | 1 |
_tCase: Ikea: Design and Pricing, _p68 |
| 970 | 1 | 1 |
_tCase: Dental Spa, _p71 |
| 970 | 0 | 1 |
_aPractice Exam, _p71 |
| 970 | 0 | 1 |
_aSelected Bibliography, _p71 |
| 970 | 0 | 1 |
_aFootnotes, _p71 |
| 970 | 1 | 2 |
_l4. _tProject Management, _p72 |
| 970 | 1 | 1 |
_tWhat is Project Management?, _p73 |
| 970 | 1 | 1 |
_tOrganizing the Project Team, _p74 |
| 970 | 1 | 1 |
_tPure Project, _p74 |
| 970 | 1 | 1 |
_tFunctional Project, _p74 |
| 970 | 1 | 1 |
_tMatrix Project, _p76 |
| 970 | 1 | 1 |
_tOrganizing Project Tasks, _p77 |
| 970 | 1 | 1 |
_tNetwork-Planning Models, _p78 |
| 970 | 1 | 1 |
_tCritical Path Method (CPM), _p79 |
| 970 | 1 | 1 |
_tCPM with Three Activity Time Estimates, _p82 |
| 970 | 1 | 1 |
_tTime-Cost Models and Project Crashing, _p85 |
| 970 | 1 | 1 |
_tManaging Projects, _p89 |
| 970 | 1 | 1 |
_tEarned Value Management (EVM), _p91 |
| 970 | 1 | 1 |
_tProject Management Information Systems, _p94 |
| 970 | 1 | 1 |
_tConcept Connections, _p95 |
| 970 | 1 | 1 |
_tSolved Problems, _p96 |
| 970 | 1 | 1 |
_tDiscussion Questions, _p100 |
| 970 | 1 | 1 |
_tObjective Questions, _p100 |
| 970 | 1 | 1 |
_tAnalytics Exercise: Product Design Project, _p106 |
| 970 | 0 | 1 |
_aPractice Exam, _p108 |
| 970 | 0 | 1 |
_aSelected Bibliography, _p108 |
| 970 | 0 | 1 |
_aFootnote, _p108 |
| 970 | 1 | 2 |
_l5. _tStrategic Capacity Management, _p109 |
| 970 | 1 | 1 |
_tCapacity Management in Operations and Supply Chain Management, _p110 |
| 970 | 1 | 1 |
_tCapacity Utilization, _p111 |
| 970 | 1 | 1 |
_tEconomies and Diseconomies of Scale, _p111 |
| 970 | 1 | 1 |
_tCapacity Focus, _p112 |
| 970 | 1 | 1 |
_tCapacity Flexibility, _p112 |
| 970 | 1 | 1 |
_tCapacity Analysis, _p113 |
| 970 | 1 | 1 |
_tConsiderations in Changing Capacity, _p113 |
| 970 | 1 | 1 |
_tDetermining Capacity Requirements, _p114 |
| 970 | 1 | 1 |
_tUsing Decision Trees to Evaluate Capacity Alternatives, _p116 |
| 970 | 1 | 1 |
_tPlanning Service Capacity, _p119 |
| 970 | 1 | 1 |
_tCapacity Planning in Services versus Manufacturing, _p119 |
| 970 | 1 | 1 |
_tCapacity Utilization and Service Quality, _p120 |
| 970 | 1 | 1 |
_tConcept Connections, _p121 |
| 970 | 1 | 1 |
_tSolved Problem, _p122 |
| 970 | 1 | 1 |
_tDiscussion Questions, _p124 |
| 970 | 1 | 1 |
_tObjective Questions, _p124 |
| 970 | 1 | 1 |
_tCase: Shouldice Hospital---A Cut Above, _p126 |
| 970 | 0 | 1 |
_aPractice Exam, _p128 |
| 970 | 0 | 1 |
_aSelected Bibliography, _p128 |
| 970 | 1 | 2 |
_l6. _tLearning Curves, _p129 |
| 970 | 1 | 1 |
_tWhat Are Learning Curves?, _p130 |
| 970 | 1 | 1 |
_tHow Are Learning Curves Modeled?, _p131 |
| 970 | 1 | 1 |
_tLogarithmic Analysis, _p132 |
| 970 | 1 | 1 |
_tLearning Curve Tables, _p132 |
| 970 | 1 | 1 |
_tEstimating the Learning Percentage, _p137 |
| 970 | 1 | 1 |
_tHow Long Does Learning Go On?, _p137 |
| 970 | 1 | 1 |
_tIn practice, How Much Learning Occurs?, _p137 |
| 970 | 1 | 1 |
_tIndividual Learning, _p137 |
| 970 | 1 | 1 |
_tOrganizational Learning, _p138 |
| 970 | 1 | 1 |
_tConcept Connections, _p140 |
| 970 | 1 | 1 |
_tSolved Problems, _p140 |
| 970 | 1 | 1 |
_tDiscussion Questions, _p141 |
| 970 | 1 | 1 |
_tObjective Questions, _p142 |
| 970 | 0 | 1 |
_aPractice Exam, _p144 |
| 970 | 0 | 1 |
_aSelected Bibliography, _p144 |
| 970 | 0 | 1 |
_aFootnotes, _p144 |
| 970 | 1 | 2 |
_lSection Two. _tManufacturing and Service Processes |
| 970 | 1 | 2 |
_l7. _tManufacturing Processes146 |
| 970 | 1 | 1 |
_tWhat Are Manufacturing Processes?, _p147 |
| 970 | 1 | 1 |
_tHow Manufacturing Processes Are Organized, _p149 |
| 970 | 1 | 1 |
_tBreak-Even Analysis, _p151 |
| 970 | 1 | 1 |
_tManufacturing Process Flow Design, _p153 |
| 970 | 1 | 1 |
_tConcept Connections, _p158 |
| 970 | 1 | 1 |
_tSolved Problems, _p158 |
| 970 | 1 | 1 |
_tDiscussion Questions, _p160 |
| 970 | 1 | 1 |
_tObjective Questions, _p160 |
| 970 | 1 | 1 |
_tCase: Circuit Board Fabricators, Inc., _p163 |
| 970 | 0 | 1 |
_aPractice Exam, _p165 |
| 970 | 0 | 1 |
_aSelected Bibliography, _p165 |
| 970 | 0 | 1 |
_aFootnote, _p165 |
| 970 | 1 | 2 |
_l8. _tFacility Layout, _p166 |
| 970 | 1 | 1 |
_tAnalyzing the Four Most Common Layout Formats, _p168 |
| 970 | 1 | 1 |
_tWorkcenters (Job Shops), _p168 |
| 970 | 1 | 1 |
_tSystematic Layout Planning, _p172 |
| 970 | 1 | 1 |
_tAssembly Lines, _p172 |
| 970 | 1 | 1 |
_tAssembly-Line Design, _p173 |
| 970 | 1 | 1 |
_tSplitting Tasks, _p174 |
| 970 | 1 | 1 |
_tFlexible and U-Shaped Line Layouts, _p178 |
| 970 | 1 | 1 |
_tMixed-Model Line Balancing, _p179 |
| 970 | 1 | 1 |
_tCells, _p180 |
| 970 | 1 | 1 |
_tProject Layouts, _p180 |
| 970 | 1 | 1 |
_tRetail Service Layout, _p182 |
| 970 | 1 | 1 |
_tServicescapes, _p182 |
| 970 | 1 | 1 |
_tSigns, Symbols, and Artifacts, _p184 |
| 970 | 1 | 1 |
_tOffice Layout, _p184 |
| 970 | 1 | 1 |
_tConcept Connections, _p185 |
| 970 | 1 | 1 |
_tSolved Problems, _p185 |
| 970 | 1 | 1 |
_tDiscussion Questions, _p189 |
| 970 | 1 | 1 |
_tObjective Questions, _p189 |
| 970 | 1 | 1 |
_tAnalytics Exercise: Designing a Manufacturing Process, _p195 |
| 970 | 0 | 1 |
_aPractice Exam, _p198 |
| 970 | 0 | 1 |
_aSelected Bibliography, _p199 |
| 970 | 0 | 1 |
_aFootnotes, _p199 |
| 970 | 1 | 2 |
_l9. _tService Processes, _p200 |
| 970 | 1 | 1 |
_tThe Nature of Services, _p201 |
| 970 | 1 | 1 |
_tAn Operational Classification of Services, _p202 |
| 970 | 1 | 1 |
_tDesigning Service Organizations, _p202 |
| 970 | 1 | 1 |
_tStructuring the Service Encounter: Service-System Design Matrix, _p204 |
| 970 | 1 | 1 |
_tManaging Customer-Introduced Variability, _p206 |
| 970 | 1 | 1 |
_tApplying Behavioral Science to Service Encounters, _p207 |
| 970 | 1 | 1 |
_tService Blueprinting and Fail-Safing, _p209 |
| 970 | 1 | 1 |
_tThree Contrasting Service Designs, _p212 |
| 970 | 1 | 1 |
_tThe Production-Line Approach, _p212 |
| 970 | 1 | 1 |
_tThe Self-Service Approach, _p212 |
| 970 | 1 | 1 |
_tThe Personal-Attention Approach, _p213 |
| 970 | 1 | 1 |
_tSeven Characteristics of a Well-Designed Service System, _p215 |
| 970 | 1 | 1 |
_tConcept Connections, _p215 |
| 970 | 1 | 1 |
_tDiscussion Questions, _p216 |
| 970 | 1 | 1 |
_tObjective Questions, _p217 |
| 970 | 1 | 1 |
_tCase: Pizza USA: An Exercise in Translating Customer Requirements into Process Design Requirements, _p218 |
| 970 | 0 | 1 |
_aPractice Exam, _p219 |
| 970 | 0 | 1 |
_aSelected Bibliography, _p219 |
| 970 | 0 | 1 |
_aFootnotes, _p220 |
| 970 | 1 | 2 |
_l10. _tWaiting Line Analysis and Simulation, _p221 |
| 970 | 1 | 1 |
_tWaiting Line Analysis and Queuing Theory, _p222 |
| 970 | 1 | 1 |
_tThe Practical View of Waiting Lines, _p222 |
| 970 | 1 | 1 |
_tThe Queuing System, _p223 |
| 970 | 1 | 1 |
_tWaiting Line Models, _p230 |
| 970 | 1 | 1 |
_tApproximating Customer Waiting Time, _p238 |
| 970 | 1 | 1 |
_tSimulating Waiting Lines, _p241 |
| 970 | 1 | 1 |
_tExample: A Two-Stage Assembly Line, _p241 |
| 970 | 1 | 1 |
_tSpreadsheet Simulation, _p244 |
| 970 | 1 | 1 |
_tSimulation Programs and Languages, _p247 |
| 970 | 1 | 1 |
_tConcept Connections, _p248 |
| 970 | 1 | 1 |
_tSolved Problems, _p250 |
| 970 | 1 | 1 |
_tDiscussion Questions, _p253 |
| 970 | 1 | 1 |
_tObjective Questions, _p253 |
| 970 | 1 | 1 |
_tCase: Community Hospital Evening Operating Room, _p258 |
| 970 | 1 | 1 |
_tAnalytics Exercise: Processing Customer Orders, _p258 |
| 970 | 0 | 1 |
_aPractice Exam, _p260 |
| 970 | 0 | 1 |
_aSelected Bibliography, _p261 |
| 970 | 0 | 1 |
_aFootnotes, _p261 |
| 970 | 1 | 2 |
_l11. _tProcess Design and Analysis, _p262 |
| 970 | 1 | 1 |
_tProcess Analysis, _p263 |
| 970 | 1 | 1 |
_tExample---Analyzing a Las Vegas Slot Machine, _p263 |
| 970 | 1 | 1 |
_tProcess Flowcharting, _p265 |
| 970 | 1 | 1 |
_tUnderstanding Processes, _p267 |
| 970 | 1 | 1 |
_tBuffering, Blocking, and Starving, _p267 |
| 970 | 1 | 1 |
_tMake-to-Stock versus Make-to-Order, _p268 |
| 970 | 1 | 1 |
_tMeasuring Process Performance, _p270 |
| 970 | 1 | 1 |
_tProduction Process Mapping and Little's Law, _p272 |
| 970 | 1 | 1 |
_tJob Design Decisions, _p275 |
| 970 | 1 | 1 |
_tBehavioral Considerations in Job Design, _p275 |
| 970 | 1 | 1 |
_tWork Measurement and Standards, _p276 |
| 970 | 1 | 1 |
_tProcess Analysis Examples, _p277 |
| 970 | 1 | 1 |
_tA Bread Making Operation, _p277 |
| 970 | 1 | 1 |
_tA Restaurant Operation, _p278 |
| 970 | 1 | 1 |
_tPlanning a Transit Bus Operation, _p280 |
| 970 | 1 | 1 |
_tProcess Flow Time Reduction, _p282 |
| 970 | 1 | 1 |
_tConcept Connections, _p284 |
| 970 | 1 | 1 |
_tSolved Problems, _p286 |
| 970 | 1 | 1 |
_tDiscussion Questions, _p287 |
| 970 | 1 | 1 |
_tObjective Questions, _p288 |
| 970 | 1 | 1 |
_tCase: Analyzing Casino Money-Handling Processes, _p292 |
| 970 | 0 | 1 |
_aPractice Exam, _p293 |
| 970 | 0 | 1 |
_aSelected Bibliography, _p294 |
| 970 | 0 | 1 |
_aFootnotes, _p294 |
| 970 | 1 | 2 |
_l12. _tSix Sigma Quality, _p295 |
| 970 | 1 | 1 |
_tTotal Quality Management, _p296 |
| 970 | 1 | 1 |
_tQuality Specifications and Quality Costs, _p296 |
| 970 | 1 | 1 |
_tDeveloping Quality Specifications, _p297 |
| 970 | 1 | 1 |
_tCost of Quality, _p299 |
| 970 | 1 | 1 |
_tSix Sigma Quality, _p301 |
| 970 | 1 | 1 |
_tSix Sigma Methodology, _p301 |
| 970 | 1 | 1 |
_tAnalytical Tools for Six Sigma, _p302 |
| 970 | 1 | 1 |
_tSix Sigma Roles and Responsibilities, _p303 |
| 970 | 1 | 1 |
_tThe Shingo System: Fail-Safe Design, _p307 |
| 970 | 1 | 1 |
_tISO 9000 and ISO 14000, _p308 |
| 970 | 1 | 1 |
_tExternal Benchmarking for Quality Improvement, _p309 |
| 970 | 1 | 1 |
_tConcept Connections, _p310 |
| 970 | 1 | 1 |
_tDiscussion Questions, _p310 |
| 970 | 1 | 1 |
_tObjective Questions, _p311 |
| 970 | 1 | 1 |
_tCase: Quality Management---Toyota, _p313 |
| 970 | 0 | 1 |
_aPractice Exam, _p314 |
| 970 | 0 | 1 |
_aSelected Bibliography, _p315 |
| 970 | 0 | 1 |
_aFootnotes, _p315 |
| 970 | 1 | 2 |
_l13. _tStatistical Quality Control, _p315 |
| 970 | 1 | 1 |
_tStatistical Quality Control, _p317 |
| 970 | 1 | 1 |
_tUnderstanding and Measuring Process Variation, _p318 |
| 970 | 1 | 1 |
_tMeasuring Process Capability, _p319 |
| 970 | 1 | 1 |
_tStatistical Process Control Procedures, _p324 |
| 970 | 1 | 1 |
_tProcess Control with Attribute Measurements: Using p-Charts, _p324 |
| 970 | 1 | 1 |
_tProcess Control with Attribute Measurements: Using c-Charts, _p327 |
| 970 | 1 | 1 |
_tProcess Control with Variable Measurements: Using X- and R-Charts, _p327 |
| 970 | 1 | 1 |
_tHow to Construct X- and R-Charts, _p328 |
| 970 | 1 | 1 |
_tAcceptance Sampling, _p331 |
| 970 | 1 | 1 |
_tDesign of a Single Sampling Plan for Attributes, _p331 |
| 970 | 1 | 1 |
_tOperating Characteristic Curves, _p332 |
| 970 | 1 | 1 |
_tConcept Connections, _p334 |
| 970 | 1 | 1 |
_tSolved Problems, _p335 |
| 970 | 1 | 1 |
_tDiscussion Questions, _p338 |
| 970 | 1 | 1 |
_tObjective Questions, _p338 |
| 970 | 1 | 1 |
_tCase: Hot Shot Plastics Company, _p342 |
| 970 | 1 | 1 |
_tCase: Quality Management---Toyota, _p343 |
| 970 | 0 | 1 |
_aPractice Exam, _p344 |
| 970 | 0 | 1 |
_aSelected Bibliography, _p344 |
| 970 | 0 | 1 |
_aFootnotes, _p344 |
| 970 | 1 | 2 |
_lSection Three. _tSupply Chain Processes |
| 970 | 1 | 2 |
_l14. _tLean Supply Chains, _p346 |
| 970 | 1 | 1 |
_tLean Production, _p347 |
| 970 | 1 | 1 |
_tThe Toyota Production System, _p348 |
| 970 | 1 | 1 |
_tLean Supply Chains Processes, _p349 |
| 970 | 1 | 1 |
_tLean Supply Chain Processes, _p350 |
| 970 | 1 | 1 |
_tLean Layouts, _p351 |
| 970 | 1 | 1 |
_tLean Production Schedules, _p352 |
| 970 | 1 | 1 |
_tKanban Production Control Systems, _p353 |
| 970 | 1 | 1 |
_tMinimized Setup Times, _p356 |
| 970 | 1 | 1 |
_tLean Supply Chains, _p357 |
| 970 | 1 | 1 |
_tValue Stream Mapping, _p357 |
| 970 | 1 | 1 |
_tLean Services, _p360 |
| 970 | 1 | 1 |
_tConcept Connections, _p363 |
| 970 | 1 | 1 |
_tSolved Problems, _p364 |
| 970 | 1 | 1 |
_tDiscussion Questions, _p368 |
| 970 | 1 | 1 |
_tObjective Questions, _p368 |
| 970 | 1 | 1 |
_tCase: Quality Parts Company, _p369 |
| 970 | 1 | 1 |
_tCase: Value Stream Mapping, _p371 |
| 970 | 1 | 1 |
_tCase: Pro Fishing Boats---A Value Stream Mapping Exercise (LO14-3), _p372 |
| 970 | 0 | 1 |
_aPractice Exam, _p373 |
| 970 | 0 | 1 |
_aSelected Bibliography, _p373 |
| 970 | 0 | 1 |
_aFootnotes, _p373 |
| 970 | 1 | 2 |
_l15. _tLogistics, Distribution, and Transportation, _p374 |
| 970 | 1 | 1 |
_tLogistics, _p375 |
| 970 | 1 | 1 |
_tDecisions Related to Logistics, _p376 |
| 970 | 1 | 1 |
_tLocating Logistics Facilities, _p377 |
| 970 | 1 | 1 |
_tPlant Location Methods, _p379 |
| 970 | 1 | 1 |
_tCentroid Method, _p383 |
| 970 | 1 | 1 |
_tLocating Service Facilities, _p385 |
| 970 | 1 | 1 |
_tConcept Connections, _p387 |
| 970 | 1 | 1 |
_tSolved Problems, _p388 |
| 970 | 1 | 1 |
_tDiscussion Questions, _p392 |
| 970 | 1 | 1 |
_tObjective Questions, _p393 |
| 970 | 1 | 1 |
_tAnalytics Exercise: Distribution Center Location, _p396 |
| 970 | 0 | 1 |
_aPractice Exam, _p398 |
| 970 | 0 | 1 |
_aSelected Bibliography, _p398 |
| 970 | 0 | 1 |
_aFootnotes, _p398 |
| 970 | 1 | 2 |
_l16. _tGlobal Sourcing and Procurement, _p399 |
| 970 | 1 | 1 |
_tStrategic Sourcing, _p400 |
| 970 | 1 | 1 |
_tThe Bullwhip Effect, _p401 |
| 970 | 1 | 1 |
_tSupply Chain Uncertainty Framework, _p403 |
| 970 | 1 | 1 |
_tOutsourcing, _p405 |
| 970 | 1 | 1 |
_tLogistics Outsourcing, _p406 |
| 970 | 1 | 1 |
_tFramework for Supplier Relationships, _p406 |
| 970 | 1 | 1 |
_tGreen Sourcing, _p409 |
| 970 | 1 | 1 |
_tTotal Cost of Ownership, _p411 |
| 970 | 1 | 1 |
_tMeasuring Sourcing Performance, _p414 |
| 970 | 1 | 1 |
_tConcept Connections, _p416 |
| 970 | 1 | 1 |
_tDiscussion Questions, _p417 |
| 970 | 1 | 1 |
_tObjective Questions, _p417 |
| 970 | 1 | 1 |
_tAnalytics Exercise: Global Sourcing Decisions---Grainger: Reengineering the China/U.S. Supply Chain, _p420 |
| 970 | 0 | 1 |
_aPractice Exam, _p421 |
| 970 | 0 | 1 |
_aSelected Bibliography, _p421 |
| 970 | 0 | 1 |
_aFootnotes, _p421 |
| 970 | 1 | 2 |
_lSection Four. _tSupply and Demand Planning and Control |
| 970 | 1 | 2 |
_l17. _tEnterprise Resource Planning Systems, _p424 |
| 970 | 1 | 1 |
_tWhat Is ERP?, _p425 |
| 970 | 1 | 1 |
_tConsistent Numbers, _p426 |
| 970 | 1 | 1 |
_tSoftware Imperatives, _p426 |
| 970 | 1 | 1 |
_tRoutine Decision Making, _p426 |
| 970 | 1 | 1 |
_tHow ERP Connects the Functional Units, _p427 |
| 970 | 1 | 1 |
_tFinance, _p427 |
| 970 | 1 | 1 |
_tManufacturing and Logistics, _p428 |
| 970 | 1 | 1 |
_tSales and Marketing, _p428 |
| 970 | 1 | 1 |
_tHuman Resources, _p429 |
| 970 | 1 | 1 |
_tCustomized Software, _p429 |
| 970 | 1 | 1 |
_tData Integration, _p429 |
| 970 | 1 | 1 |
_tHow Supply Chain Planning and Control Fits within ERP, _p430 |
| 970 | 1 | 1 |
_tSimplified Example, _p430 |
| 970 | 1 | 1 |
_tSAP Supply Chain Management, _p431 |
| 970 | 1 | 1 |
_tSAP Supply Chain Execution, _p432 |
| 970 | 1 | 1 |
_tSAP Supply Chain Collaboration, _p432 |
| 970 | 1 | 1 |
_tSAP Supply Chain Coordination, _p433 |
| 970 | 1 | 1 |
_tPerformance Metrics to Evaluate Integrated System Effectiveness, _p433 |
| 970 | 1 | 1 |
_tThe "Functional Silo" Approach, _p434 |
| 970 | 1 | 1 |
_tIntegrated Supply Chain Metrics, _p434 |
| 970 | 1 | 1 |
_tCalculating the Cash-to-Cash Time, _p436 |
| 970 | 1 | 1 |
_tConcept Connections, _p438 |
| 970 | 1 | 1 |
_tSolved Problem, _p439 |
| 970 | 1 | 1 |
_tDiscussion Questions, _p440 |
| 970 | 1 | 1 |
_tObjective Questions, _p440 |
| 970 | 0 | 1 |
_aPractice Exam, _p441 |
| 970 | 0 | 1 |
_aSelected Bibliography, _p441 |
| 970 | 1 | 2 |
_l18. _tForecasting, _p442 |
| 970 | 1 | 1 |
_tForecasting in Operations and Supply Chain Management, _p443 |
| 970 | 1 | 1 |
_tQuantitative Forecasting Models, _p444 |
| 970 | 1 | 1 |
_tComponents of Demand, _p445 |
| 970 | 1 | 1 |
_tTime Series Analysis, _p446 |
| 970 | 1 | 1 |
_tForecast Errors, _p462 |
| 970 | 1 | 1 |
_tCausal Relationship Forecasting, _p465 |
| 970 | 1 | 1 |
_tQualitative Techniques in Forecasting, _p467 |
| 970 | 1 | 1 |
_tMarket Research, _p467 |
| 970 | 1 | 1 |
_tPanel Consensus, _p467 |
| 970 | 1 | 1 |
_tHistorical Analogy, _p467 |
| 970 | 1 | 1 |
_tDelphi Method, _p468 |
| 970 | 1 | 1 |
_tWeb-Based Forecasting: Collaborative Planning, Forecasting, and Replenishment (CPFR), _p468 |
| 970 | 1 | 1 |
_tConcept Connections, _p470 |
| 970 | 1 | 1 |
_tSolved Problems, _p471 |
| 970 | 1 | 1 |
_tDiscussion Questions, _p475 |
| 970 | 1 | 1 |
_tObjective Questions, _p476 |
| 970 | 1 | 1 |
_tAnalytics Exercise: Forecasting Supply Chain Demand---Starbucks Corporation (LO18-2), _p484 |
| 970 | 0 | 1 |
_aPractice Exam, _p485 |
| 970 | 0 | 1 |
_aSelected Bibliography, _p486 |
| 970 | 1 | 2 |
_l19. _tSales and Operations Planning, _p487 |
| 970 | 1 | 1 |
_tWhat is Sales and Operations Planning?, _p488 |
| 970 | 1 | 1 |
_tAn Overview of Sales and Operations Planning Activities, _p488 |
| 970 | 1 | 1 |
_tThe Aggregate Operations Plan, _p490 |
| 970 | 1 | 1 |
_tAggregate Planning Techniques, _p493 |
| 970 | 1 | 1 |
_tA Cut-and-Try Example: The JC Company, _p494 |
| 970 | 1 | 1 |
_tAggregate Planning Applied to Services: Tucson Parks and Recreation Department, _p499 |
| 970 | 1 | 1 |
_tYield Management, _p501 |
| 970 | 1 | 1 |
_tOperating Yield Management Systems, _p502 |
| 970 | 1 | 1 |
_tConcept Connections, _p503 |
| 970 | 1 | 1 |
_tSolved Problem, _p504 |
| 970 | 1 | 1 |
_tDiscussion Questions, _p507 |
| 970 | 1 | 1 |
_tObjective Questions, _p507 |
| 970 | 1 | 1 |
_tAnalytics Exercise: Developing an Aggregate Plan---Bradford Manufacturing, _p510 |
| 970 | 0 | 1 |
_aPractice Exam, _p511 |
| 970 | 0 | 1 |
_aSelected Bibliography, _p512 |
| 970 | 0 | 1 |
_aFootnotes, _p512 |
| 970 | 1 | 2 |
_l20. _tInventory Management, _p513 |
| 970 | 1 | 1 |
_tUnderstanding Inventory Management, _p514 |
| 970 | 1 | 1 |
_tPurposes of Inventory, _p516 |
| 970 | 1 | 1 |
_tInventory Costs, _p517 |
| 970 | 1 | 1 |
_tIndependent versus Dependent Demand, _p517 |
| 970 | 1 | 1 |
_tInventory Control Systems, _p519 |
| 970 | 1 | 1 |
_tA Single-Period Inventory Model, _p519 |
| 970 | 1 | 1 |
_tMultiperiod Inventory Systems, _p522 |
| 970 | 1 | 1 |
_tFixed-Order Quantity Models, _p523 |
| 970 | 1 | 1 |
_tFixed-Time Period Models, _p530 |
| 970 | 1 | 1 |
_tInventory Turn Calculation, _p531 |
| 970 | 1 | 1 |
_tPrice-Break Model, _p533 |
| 970 | 1 | 1 |
_tInventory Planning and Accuracy, _p535 |
| 970 | 1 | 1 |
_tABC Classification, _p535 |
| 970 | 1 | 1 |
_tInventory Accuracy and Cycle Counting, _p537 |
| 970 | 1 | 1 |
_tConcept Connections, _p539 |
| 970 | 1 | 1 |
_tSolved Problems, _p540 |
| 970 | 1 | 1 |
_tDiscussion Questions, _p543 |
| 970 | 1 | 1 |
_tObjective Questions, _p544 |
| 970 | 1 | 1 |
_tAnalytics Exercise: Inventory Management at Big10Sweaters.com, _p552 |
| 970 | 0 | 1 |
_aPractice Exam, _p554 |
| 970 | 0 | 1 |
_aSelected Bibliography, _p555 |
| 970 | 0 | 1 |
_aFootnotes, _p555 |
| 970 | 1 | 2 |
_l21. _tMaterial Requirements Planning, _p556 |
| 970 | 1 | 1 |
_tUnderstanding Material Requirements Planning, _p557 |
| 970 | 1 | 1 |
_tWhere MRP Can Be Used, _p557 |
| 970 | 1 | 1 |
_tMaster Production Scheduling, _p558 |
| 970 | 1 | 1 |
_tMaterial Requirements Planning System Structure, _p560 |
| 970 | 1 | 1 |
_tDemand for Products, _p560 |
| 970 | 1 | 1 |
_tBill-of-Materials, _p561 |
| 970 | 1 | 1 |
_tInventory Records, _p562 |
| 970 | 1 | 1 |
_tMRP Computer Program, _p563 |
| 970 | 1 | 1 |
_tAn Example Using MRP, _p564 |
| 970 | 1 | 1 |
_tForecasting Demand, _p564 |
| 970 | 1 | 1 |
_tDeveloping a Master Production Schedule, _p565 |
| 970 | 1 | 1 |
_tBill of Materials (Product Structure), _p565 |
| 970 | 1 | 1 |
_tInventory Records, _p566 |
| 970 | 1 | 1 |
_tPerforming the MRP Calculations, _p566 |
| 970 | 1 | 1 |
_tLot Sizing in MRP Systems, _p569 |
| 970 | 1 | 1 |
_tLot-for-Lot, _p570 |
| 970 | 1 | 1 |
_tEconomic Order Quantity, _p570 |
| 970 | 1 | 1 |
_tLeast Total Cost, _p571 |
| 970 | 1 | 1 |
_tLeast Unit Cost, _p571 |
| 970 | 1 | 1 |
_tChoosing the Best Lot Size, _p573 |
| 970 | 1 | 1 |
_tConcept Connections, _p573 |
| 970 | 1 | 1 |
_tSolved Problems, _p574 |
| 970 | 1 | 1 |
_tDiscussion Questions, _p579 |
| 970 | 1 | 1 |
_tObjective Questions, _p580 |
| 970 | 1 | 1 |
_tAnalytics Exercise: An MRP Explosion---Brunswick Motors, _p584 |
| 970 | 0 | 1 |
_aPractice Exam, _p585 |
| 970 | 0 | 1 |
_aSelected Bibliography, _p585 |
| 970 | 1 | 2 |
_l22. _tWorkcenter Scheduling, _p586 |
| 970 | 1 | 1 |
_tWorkcenter Scheduling, _p587 |
| 970 | 1 | 1 |
_tThe Nature and Importance of Workcenters, _p587 |
| 970 | 1 | 1 |
_tTypical Scheduling and Control Functions, _p589 |
| 970 | 1 | 1 |
_tObjectives of Workcenter Scheduling, _p590 |
| 970 | 1 | 1 |
_tJob Sequencing, _p590 |
| 970 | 1 | 1 |
_tPriority Rules and Techniques, _p591 |
| 970 | 1 | 1 |
_tScheduling n Jobs on One Machine, _p591 |
| 970 | 1 | 1 |
_tScheduling n Jobs on Two Machines, _p594 |
| 970 | 1 | 1 |
_tScheduling a Set Number of Jobs on the Same Number of Machines, _p595 |
| 970 | 1 | 1 |
_tScheduling n Jobs on m Machines, _p596 |
| 970 | 1 | 1 |
_tShop-Floor Control, _p597 |
| 970 | 1 | 1 |
_tGantt Charts, _p598 |
| 970 | 1 | 1 |
_tTools of Shop-Floor Control, _p598 |
| 970 | 1 | 1 |
_tPrinciples of Workcenter Scheduling, _p600 |
| 970 | 1 | 1 |
_tPersonnel Scheduling in Services, _p601 |
| 970 | 1 | 1 |
_tScheduling Daily Work Times, _p602 |
| 970 | 1 | 1 |
_tScheduling Hourly Work Times, _p602 |
| 970 | 1 | 1 |
_tConcept Connections, _p603 |
| 970 | 1 | 1 |
_tSolved Problems, _p604 |
| 970 | 1 | 1 |
_tDiscussion Questions, _p609 |
| 970 | 1 | 1 |
_tObjective Questions, _p610 |
| 970 | 1 | 1 |
_tCase: Keep Patients Waiting? Not in My Office, _p615 |
| 970 | 0 | 1 |
_aPractice Exam, _p617 |
| 970 | 0 | 1 |
_aSelected Bibliography, _p617 |
| 970 | 0 | 1 |
_aFootnotes, _p617 |
| 970 | 1 | 2 |
_l23. _tTheory of Constraints, _p618 |
| 970 | 1 | 1 |
_tEli Goldratt's Theory of Constraints, _p620 |
| 970 | 1 | 1 |
_tGoal of the Firm, _p621 |
| 970 | 1 | 1 |
_tPerformance Measurements, _p621 |
| 970 | 1 | 1 |
_tUnbalanced Capacity, _p622 |
| 970 | 1 | 1 |
_tBottlenecks, Capacity-Constrained Resources, and Synchronous Manufacturing, _p624 |
| 970 | 1 | 1 |
_tBasic Manufacturing Building Blocks, _p624 |
| 970 | 1 | 1 |
_tMethods for Synchronous Control, _p625 |
| 970 | 1 | 1 |
_tComparing Synchronous Manufacturing (TOC) to Traditional Approaches, _p635 |
| 970 | 1 | 1 |
_tMRP and JIT, _p635 |
| 970 | 1 | 1 |
_tRelationship with Other Functional Areas, _p635 |
| 970 | 1 | 1 |
_tTheory of Constraints---Problems about What to Produce, _p636 |
| 970 | 1 | 1 |
_tConcept Connections, _p643 |
| 970 | 1 | 1 |
_tSolved Problem, _p644 |
| 970 | 1 | 1 |
_tDiscussion Questions, _p646 |
| 970 | 1 | 1 |
_tObjective Questions, _p646 |
| 970 | 0 | 1 |
_aPractice Exam, _p650 |
| 970 | 0 | 1 |
_aSelected Bibliography, _p651 |
| 970 | 0 | 1 |
_aFootnotes, _p651 |
| 970 | 1 | 2 |
_lSection Five. _tSpecial Topics |
| 970 | 1 | 2 |
_l24. _tHealth Care, _p653 |
| 970 | 1 | 1 |
_tThe Nature of Health Care Operations, _p654 |
| 970 | 1 | 1 |
_tClassification of Hospitals, _p655 |
| 970 | 1 | 1 |
_tHospital Layout and Care Chains, _p655 |
| 970 | 1 | 1 |
_tCapacity Planning, _p657 |
| 970 | 1 | 1 |
_tWorkforce Scheduling, _p658 |
| 970 | 1 | 1 |
_tQuality Management and Process Improvement, _p658 |
| 970 | 1 | 1 |
_tHealth Care Supply Chains, _p660 |
| 970 | 1 | 1 |
_tInventory Management, _p661 |
| 970 | 1 | 1 |
_tPerformance Measures, _p663 |
| 970 | 1 | 1 |
_tTrends in Health Care, _p663 |
| 970 | 1 | 1 |
_tConcept Connections, _p665 |
| 970 | 1 | 1 |
_tDiscussion Questions, _p666 |
| 970 | 1 | 1 |
_tObjective Questions, _p666 |
| 970 | 1 | 1 |
_tCase: Venice Family Clinic: Managing Patient Wait Times, _p667 |
| 970 | 0 | 1 |
_aPractice Exam, _p668 |
| 970 | 0 | 1 |
_aSelected Bibliography, _p669 |
| 970 | 0 | 1 |
_aFootnotes, _p669 |
| 970 | 1 | 2 |
_l25. _tOperations Consulting, _p670 |
| 970 | 1 | 1 |
_tWhat Is Operations Consulting?, _p671 |
| 970 | 1 | 1 |
_tThe Management Consulting Industry, _p671 |
| 970 | 1 | 1 |
_tEconomics of Consulting Firms, _p672 |
| 970 | 1 | 1 |
_tWhen Operations Consulting Is Needed, _p673 |
| 970 | 1 | 1 |
_tThe Operations Consulting Process, _p675 |
| 970 | 1 | 1 |
_tOperations Consulting Tool Kit, _p676 |
| 970 | 1 | 1 |
_tProblem Definition Tools, _p677 |
| 970 | 1 | 1 |
_tData Gathering, _p679 |
| 970 | 1 | 1 |
_tData Analysis and Solution Development, _p682 |
| 970 | 1 | 1 |
_tCost Impact and Payoff Analysis, _p683 |
| 970 | 1 | 1 |
_tImplementation, _p684 |
| 970 | 1 | 1 |
_tBusiness Process Reengineering (BPR), _p684 |
| 970 | 1 | 1 |
_tPrinciples of Reengineering, _p685 |
| 970 | 1 | 1 |
_tGuidelines for Implementation, _p686 |
| 970 | 1 | 1 |
_tConcept Connections, _p687 |
| 970 | 1 | 1 |
_tDiscussion Questions, _p687 |
| 970 | 1 | 1 |
_tObjective Questions, _p688 |
| 970 | 1 | 1 |
_tAnalytics Exercise: Rapid Plant Assessment, _p689 |
| 970 | 0 | 1 |
_aPractice Exam, _p691 |
| 970 | 0 | 1 |
_aSelected Bibliography, _p691 |
| 970 | 0 | 1 |
_aFootnotes, _p691 |
| 970 | 0 | 1 | _aAppendices |
| 970 | 0 | 1 |
_lA. _tLinear Programming Using the Excel Solver, _p692 |
| 970 | 0 | 1 |
_lB. _tOperations Technology, _p712 |
| 970 | 0 | 1 |
_lC. _tFinancial Analysis, _p719 |
| 970 | 0 | 1 |
_lD. _tAnswers to Selected Objective Questions, _p737 |
| 970 | 0 | 1 |
_lE. _tPresent Value Table, _p740 |
| 970 | 0 | 1 |
_lF. _tNegative Exponential Distribution: Values of e-x, _p741 |
| 970 | 0 | 1 |
_lG. _tAreas of the Cumulative Standard Normal Distribution, _p742 |
| 970 | 0 | 1 |
_lH. _tUniformly Distributed Random Digits, _p743 |
| 970 | 0 | 1 |
_lI. _tInterest Tables, _p744 |
| 970 | 0 | 1 |
_aPhoto Credits, _p748 |
| 970 | 0 | 1 |
_aName Index, _p750 |
| 970 | 0 | 1 |
_aSubject Index, _p752 |
| 999 |
_c11982 _d11982 |
||
| 003 | KOHA | ||