Operations and Supply Chain Management 3rd Edition by David A Collier, James R Evans ISBN 0357901649 9780357901649

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ISBN 10: 0357901649
ISBN 13: 9780357901649
Author: David A Collier, James R Evans

Operations and Supply Chain Management 3rd Table of contents:

Part 1. Basic Concepts of OM and Value Chains
Chapter 1. Operations Management and Value Chains
1-1. The Importance and Scope of Operations Management
1-2. OM in the Workplace
1-3. Understanding Goods and Services
1-4. The Concept of Value
1-5. Customer Benefit Packages
1-6. Value Chains
1-6a. Processes
1-7. Value Chain Frameworks
1-7a. Value Chains: An Input-Output Framework
1-7b. The Value Chain at Buhrke Industries Inc.
1-7c. Value Chains: Preproduction and Postproduction Services Framework
1-7d. The Value Chain at Amazon
1-7e. Value Chains: Hierarchical Supply Chain Framework
1-8. OM: A History of Change and Challenge
1-8a. A Focus on Efficiency
1-8b. The Quality Revolution
1-8c. Customization and Design
1-8d. Time-Based Competition
1-8e. The Service Revolution
1-8f. Sustainability
1-8g. Analytics and Big Data
1-8h. Industry 4.0 for Manufacturing and Services
1-9. Current and Future Challenges
Chapter 1 Learning Objective Summaries
Key Terms
Review Questions
Discussion Questions and Experiential Activities
Walker Digital Music Services
Mickey Mouse: To Talk or Not?
Zappos, A Subsidiary of Amazon
Integrative Case: Diamond Global Supply Chain—Hudson Jewelers
Chapter 2. Analytics and Performance Measurement in Operations and Value Chains
2-1. Types of Performance Measures
2-1a. Financial Measures
2-1b. Customer and Market Measures
2-1c. Quality
2-1d. Time
2-1e. Flexibility, Agility, and Resilience
2-1f. Innovation and Learning
2-1g. Productivity and Operational Efficiency
2-1h. Sustainability
2-2. Analytics in Operations Management
2-2a. Linking Internal and External Measures
2-2b. The Value of a Loyal Customer
2-3. Designing Measurement Systems in Operations
2-4. Models of Organizational Performance
2-4a. Malcolm Baldrige Performance Excellence Framework
2-4b. The Balanced Scorecard
2-4c. The Value Chain Model
2-4d. The Service-Profit Chain
Chapter 2 Learning Objective Summaries
Key Terms
Review Questions
Discussion Questions and Experiential Activities
Computational Problems and Exercises
Excel-Based Problems
Rapido Burrito
Haven Malware Call Center
Greyhound Bank: Credit Card Division
Integrative Case: Diamond Global Supply Chain—Hudson Jewelers
Chapter 3. Operations Strategy
3-1. Gaining Competitive Advantage
3-2. Understanding Customer Wants and Needs
3-3. Evaluating Goods and Services
3-4. Competitive Priorities
3-4a. Cost
3-4b. Quality
3-4c. Time
3-4d. Flexibility
3-4e. Innovation
3-5. OM and Strategic Planning
3-5a. Operations Strategy
3-5b. Sustainability and Operations Strategy
3-5c. Global Supply Chains and Operations Strategy
3-6. A Framework for Operations Strategy
3-6a. Operations Strategy at McDonald’s
Chapter 3 Learning Objective Summaries
Key Terms
Review Questions
Discussion Questions and Experiential Activities
Adventure Gaming, Inc.
The Greater Cincinnati Chamber of Commerce
Sustainable Lawn Care
Integrative Case: Diamond Global Supply Chain—Hudson Jewelers
Chapter 4. Technology and Operations Management
4-1. Understanding Technology in Operations
4-1a. Manufacturing Technology
4-1b. Robotics and Smart Factories
4-1c. Service Technology
4-2. Technology in Value Chains
4-3. Benefits and Challenges of Technology
4-4. Technology Decisions and Implementation
4-4a. Analytical Methods for Technology Decisions
Chapter 4 Learning Objective Summaries
Key Terms
Review Questions
Discussion Questions and Experiential Activities
Computational Problems and Exercises
Excel-Based Problems
Elegant Dining
RoboJet Car Wash
Bracket International—The RFID Decision
Integrative Case: Diamond Global Supply Chain—Hudson Jewelers
Part 2. Designing Operations and Supply Chains
Chapter 5. Goods and Service Design
5-1. Designing Goods and Services
Steps 1 and 2—Strategic Mission, Analysis, and Competitive Priorities
5-2. Customer-Focused Design
5-3. Designing Manufactured Goods
5-3a. Tolerance Design and the Taguchi Loss Function
5-3b. Design for Reliability
5-3c. Design for Manufacturability
5-3d. Design for Sustainability
5-4. Service-Delivery System Design
5-4a. Facility Location and Layout
5-4b. Servicescape
5-4c. Service Process and Job Design
5-4d. Technology and Information Support Systems
5-5. Service-Encounter Design
5-5a. Customer-Contact Behavior and Skills
5-5b. Service-Provider Selection, Development, and Empowerment
5-5c. Recognition and Reward
5-5d. Service Guarantees and Recovery
5-6. An Integrative Case Study of LensCrafters
Steps 1 and 2—Strategic Mission, Market Analysis, and Competitive Priorities
Chapter 5 Learning Objective Summaries
Key Terms
Review Questions
Discussion Questions and Experiential Activities
Computational Problems and Exercises
Excel-Based Problems
Astro Automotive: Vehicle Airbag Design for Reliability
Gulf Coast Bank: Service Guarantees
Tom’s Auto Service
Integrative Case: Diamond Global Supply Chain—Hudson Jewelers
Chapter 6. Supply Chain Design
6-1. Global Supply Chains
6-1a. Decisions in Supply Chain Design
6-1b. Blockchain Technology and Supply Chains
6-2. A Global Supply Chain Example: Inditex/Zara
6-3. Supply Chain Design Trade-Offs
6-3a. Efficient and Responsive Supply Chains
6-3b. Push and Pull Systems
6-3c. Vertical Integration and Outsourcing
6-3d. The Economics of Outsourcing Decisions
6-3e. Offshoring and Reshoring
6-4. Location Decisions
6-4a. Critical Factors in Location Decisions
6-4b. Location Decision Process
6-4c. The Center-of-Gravity Method
6-5. Supply Chain Optimization
Chapter 6 Learning Objective Summaries
Key Terms
Review Questions
Discussion Questions and Experiential Activities
Computational Problems and Exercises
Excel-Based Problems
Bookmaster: Value Chain Design
Glen County Waste Disposal
Boston Red Sox Spring Training Decision
Integrative Case: Diamond Global Supply Chain—Hudson Jewelers
Chapter 7. Process Selection, Design, and Improvement
7-1. Process Choice Decisions
7-2. The Product-Process Matrix
7-3. The Service-Positioning Matrix
7-4. Process Design
7-4a. Process and Value Stream Mapping
7-5. Mistake-Proofing Processes
7-6. Process Improvement
Chapter 7 Learning Objective Summaries
Key Terms
Review Questions
Discussion Questions and Experiential Activities
Computational Problems and Exercises
Excel-Based Problems
Bluegrass Irrigation Services
Custom Drapes, Inc.
Hickory Medical Clinic
Integrative Case: Diamond Global Supply Chain-Hudson Jewelers
Chapter 8. Facility and Work Design
8-1. Facility Layout
8-1a. Product Layout
8-1b. Process Layout
8-1c. Cellular Layout
8-1d. Fixed-Position Layout
8-1e. Facility Layout in Service Organizations
8-2. Designing Product Layouts
8-2a. Assembly-Line Balancing
8-2b. Line-Balancing Approaches
8-3. Designing Process Layouts
8-4. Work Measurement
8-5. Workplace and Job Design
8-5a. Workplace Design
8-5b. Job Design
8-5c. Safety, Ergonomics, and the Work Environment
8-5d. The Changing Work Environment
8-5e. Workforce Ethics and Global Supply Chains
Chapter 8 Learning Objective Summaries
Key Terms
Review Questions
Discussion Questions and Experiential Activities
Computational Problems and Exercises
Excel-Based Problems
Employee 842 versus The State
Jameson Technology: Electric Motor Assembly Line
BankUSA: Cash Movement
Integrative Case: Diamond Global Supply Chain—Hudson Jewelers
Part 3. Managing Operations and Supply Chains
Chapter 9. Forecasting and Demand Planning
9-1. Forecasting and Demand Planning
9-2. Basic Concepts in Forecasting
9-2a. Forecast Planning Horizon
9-2b. Data Patterns in Time Series
9-2c. Forecast Errors and Accuracy
9-3. Statistical Forecasting Models
9-3a. Simple Moving Average
9-3b. Single Exponential Smoothing
9-3c. Finding the Best Forecasting Model
9-4. Regression as a Forecasting Approach
9-4a. Excel’s Add Trendline Option
9-4b. Causal Forecasting Models with Multiple Regression
9-5. Judgmental Forecasting
9-6. Forecasting in Practice
Chapter 9 Learning Objective Summaries
Key Terms
Review Questions
Discussion Questions and Experiential Activities
Computational Problems and Exercises
Excel-Based Problems
United Dairies, Inc.
BankUSA: Forecasting Help Desk Demand by Day
Champion Microchips, Inc.
Integrative Case: Diamond Global Supply Chain—Hudson Jewelers
Chapter 10. Capacity Management
10-1. Understanding Capacity
10-1a. Capacity Decisions and Economies of Scale
10-2. Capacity Measurement
10-2a. Using Capacity Measures for Operations Planning
10-3. Long-Term Capacity Strategies
10-3a. Capacity Expansion
10-4. Short-Term Capacity Management
10-4a. Managing Capacity by Adjusting Short-Term Capacity Levels
10-4b. Managing Capacity by Shifting and Stimulating Demand
10-4c. Revenue Management Systems
10-5. Learning Curves and Capacity Requirements
Chapter 10 Learning Objective Summaries
Key Terms
Review Questions
Discussion Questions and Experiential Activities
Computational Problems and Exercises
Excel-Based Problems
Tallis Manufacturing: Small Boat Propellers
Appleton Pulp and Paper Mill
David Christopher, Orthopedic Surgeon
Integrative Case: Diamond Global Supply Chain—Hudson Jewelers
Chapter 11. Process Analysis and Resource Utilization
11-1. Resource Utilization
11-1a. Computing Resource Utilization
11-2. Process Throughput and Bottlenecks
11-3. Little’s Law
11-4. Managing Waiting Lines
11-4a. Queueing System Characteristics
11-4b. Using Queueing Theory for Process Analysis
11-4c. Economic Analysis of Queueing Alternatives
11-5. Simulation Models for Analyzing Queueing Processes
11-6. The Theory of Constraints
Chapter 11 Learning Objective Summaries
Key Terms
Review Questions
Discussion Questions and Experiential Activities
Computational Problems and Exercises
Excel-Based Problems
Annapolis Hospital
The University Rare Book Library Process
Bourbon County Court
Integrative Case: Diamond Global Supply Chain—Hudson Jewelers
Chapter 12. Managing Inventories in Supply Chains
12-1. Understanding Inventory
12-1a. Key Definitions and Concepts
12-1b. Managing Inventories in Global Supply Chains
12-1c. Inventory Management Decisions and Costs
12-2. Inventory Characteristics
Number of Items
12-3. ABC Inventory Analysis
12-4. Managing Fixed-Quantity Inventory Systems
12-4a. The EOQ Model
12-4b. Quantity Discount Model
12-4c. Safety Stock and Uncertain Demand in a Fixed-Order-Quantity System
12-5. Managing Fixed-Period Inventory Systems
12-6. Single-Period Inventory Model
12-7. Simulation Modeling of Inventory Systems
Chapter 12 Learning Objective Summaries
Key Terms
Review Questions
Discussion Questions and Experiential Activities
Computational Problems and Exercises
Excel-Based Problems
Margate Hospital
Dura Corporation: Purchasing Decisions
Hardy Hospital
Integrative Case: Diamond Global Supply Chain—Hudson Jewelers
Chapter 13. Supply Chain Management and Logistics
13-1. Managing Supply Chains
13-1a. The SCOR Model
13-1b. Sourcing and Purchasing
13-1c. Managing Supplier Relationships
13-1d. Supply and Value Chain Integration
13-2. Logistics
13-2a. Transportation Services
13-2b. Managing Inventories in Supply Chains
13-3. Risk Management in Supply Chains
13-4. Supply Chains in E-Commerce
13-5. Measuring Supply Chain Performance
13-5a. Total Supply Chain Costs
13-5b. The Cash-to-Cash Conversion Cycle
13-5c. Supplier Evaluation and Certification
13-6. Sustainability in Supply Chains
13-6a. Green Sustainable Supply Chains
13-6b. Manufactured Goods Recovery and Reverse Logistics
Chapter 13 Learning Objective Summaries
Key Terms
Review Questions
Discussion Questions and Experiential Activities
Computational Problems and Exercises
Excel-Based Problems
Last Mile Delivery: Amazon’s Competitive Edge
LCC Medical Manufacturing, Inc.
J&L Packaging, Inc.: Cash-to-Cash Conversion Cycle
Integrative Case: Diamond Global Supply Chain—Hudson Jewelers
13
Chapter 14. Resource Management
14-1. Resource Planning Framework for Goods and Services
14-1a. Resource Planning in Service Organizations
14-1b. Enterprise Resource Planning
14-2. Aggregate Planning Options
Demand Management
14-3. Strategies for Aggregate Production Planning
14.3a. Excel Templates for Aggregate Planning
14-4. Using Optimization Models for Resource Management
14-4a. Product Mix Models
14-4b. Process Selection Models
14-4c. Capacity Constrained Production Planning with Multiple Products
14-5. Disaggregation in Manufacturing
14-5a. Master Production Scheduling
14-5b. Materials Requirements Planning
14-5c. Time Phasing and Lot Sizing in MRP
14-6. Capacity Requirements Planning
Chapter 14 Learning Objective Summaries
Key Terms
Review Questions
Discussion Questions and Experiential Activities
Computational Problems and Exercises
Excel-Based Problems
Rocker Industries (A)
Rocker Industries (B)
Blue Note Mortgage
Integrative Case: Diamond Global Supply Chain—Hudson Jewelers
Chapter 15. Operations Scheduling and Sequencing
15-1. Understanding Scheduling and Sequencing
15-1a. Production Scheduling in Manufacturing
15-1b. Scheduling in Service Organizations
15-2. Staff and Appointment Scheduling
15-2a. Scheduling Consecutive Days Off
15-2b. Optimization Models for Staff Scheduling
15-2c. Appointment Systems
15-3. Sequencing
15-3a. Sequencing Jobs on a Single Processor
15-3b. Sequencing Rules
15-3c. An Excel Template for Sequencing
15-4. Dispatching Rules for Job Shop Scheduling
15-5. Two-Resource Sequencing Problem
15-6. Schedule Monitoring and Control
15-7. Vehicle Routing and Scheduling
15-7b. The Clarke-Wright Method for Vehicle Routing
Chapter 15 Learning Objective Summaries
Key Terms
Review Questions
Discussion Questions and Experiential Activities
Computational Problems and Exercises
Excel-Based Problems
Turpin’s COVID Labs, Inc.
Luke’s Balloon Shop
Midwest Frequent Flyer Call Center
Integrative Case: Diamond Global Supply Chain—Hudson Jewelers
Chapter 16. Quality Management
16-1. Understanding Quality
16-2. Influential Leaders in Modern Quality Management
16-2a. W. Edwards Deming
16-2b. Joseph Juran
16-2c. Philip B. Crosby
16-3. The Gap Model
16-4. Quality Management Systems and ISO 9000
16-5. Six Sigma
16-5a. Implementing Six Sigma
16-6. Cost-of-Quality Measurement
16-7. The “Seven QC Tools”
Flowcharts
16-7a. Root Cause Analysis
16-8. Other Quality Improvement Strategies
16-8a. The Deming Cycle
16-8b. Kaizen
16-8c. Breakthrough Improvement
Chapter 16 Learning Objective Summaries
Key Terms
Review Questions
Discussion Questions and Experiential Activities
Computational Problems and Exercises
Excel-Based Problems
Bonnie Blaine, Director of Hospital Operations
Sunshine Enterprises
Welz Business Machines
Integrative Case: Diamond Global Supply Chain—Hudson Jewelers
Chapter 17. Quality Control and SPC
17-1. Quality Control Systems
17-1a. Quality Control Practices in Manufacturing
17-1b. Quality Control Practices in Services
17-2. Variation and Statistical Process Control
17-2a. Statistical Process Control
17-3. Constructing Control Charts
17-3a. Constructing x ¯ – and R-Charts
17-3b. Interpreting Patterns in Control Charts
17-3c. Constructing p-Charts
17-3d. Constructing c-Charts
17-4. Practical Issues in SPC Implementation
17-4a. Controlling Six Sigma Processes
17-5. Process Capability
17-5a. Process Capability Index
Chapter 17 Learning Objective Summaries
Key Terms
Review Questions
Discussion Questions and Experiential Activities
Computational Problems and Exercises
Excel-Based Problems
Eckhardt Hospital
Dean Door Corporation
Goodman Tire and Rubber Company
Integrative Case: Diamond Global Supply Chain—Hudson Jewelers
Chapter 18. Lean Operating Systems
18-1. Principles of Lean Operating Systems
Eliminate Waste
18-2. Lean Tools and Approaches
18-2a. The 5Ss
18-2b. Visual Controls
18-2c. Single Minute Exchange of Dies (SMED)
18-2d. Batching and Single-Piece Flow
18-2e. Quality and Continuous Improvement
18-2f. Total Productive Maintenance
18-3. Lean Six Sigma
18-4. Lean Manufacturing and Service Tours
18-4a. Timken Company
18-4b. Southwest Airlines
18-5. Just-in-Time Systems
18-5a. Operation of a JIT System
18-5b. JIT in Service Organizations
18-6. Comparing Six Sigma, Lean, and the Theory of Constraints
Chapter 18 Learning Objective Summaries
Key Terms
Review Questions
Discussion Questions and Experiential Activities
Computational Problems and Exercises
Kempfer Furniture, Inc.
Ceva, Incorporated: Jet Engine Preventive Maintenance
Community Medical Associates
Integrative Case: Diamond Global Supply Chain—Hudson Jewelers
Chapter 19. Project Management
19-1. The Scope of Project Management
19-1a. Roles of the Project Manager and Team Members
19-1b. Organizational Structure
19-1c. Factors for Successful Projects
19-2. Techniques for Planning, Scheduling, and Controlling Projects
19-2a. Project Definition
19-2b. Resource Planning
19-2c. Project Scheduling with the Critical Path Method
19-2d. Project Control
19-3. Time/Cost Trade-Offs
19-4. Uncertainty in Project Management
Chapter 19 Learning Objective Summaries
Key Terms
Review Questions
Discussion Questions and Experiential Activities
Computational Problems and Exercises
Excel-Based Problems
University Medical Center
Alternative Water Supply
J.L. Braessler Manufacturing—Product Design Project
Integrative Case: Diamond Global Supply Chain—Hudson Jewelers
Chapter 20. Building Resilience and Continuity in Operations and Supply Chains
20-1. Disruptions and Business Continuity
20-2. Resilience in Operations and Supply Chains
20-3. Planning for Business Continuity
20-3a. Business Impact Analysis
20-3b. Recovery Strategies
20-3c. Business Continuity Plan Development
20-3d. Testing and Exercises
20-4. Planning for Emergencies and Disasters
20-4a. Disaster Management Planning
20-4b. Community Lifelines
20-4c. Emergency and Humanitarian Supply Chains and Logistics
20-5. Operations and Supply Chain Concepts to Build Resilience and Business Continuity
20-5a. Operations, Performance Measurement, Technology, and Strategy
20-5b. Designing Goods, Services, Facilities, and Jobs
20-5c. Resource and Process Management
20-5d. Scheduling, Sequencing, and Project Management
20-5e. Quality Management and Lean Operating Systems
20-6. The Future of Operations and Supply Chain Management
Chapter 20 Learning Objective Summaries

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