R. Dan Reid (University of New Hampshire), Nada R. Sanders (Wright State University)
Operations Management
An Integrated Approach, International Adaptation
R. Dan Reid (University of New Hampshire), Nada R. Sanders (Wright State University)
Operations Management
An Integrated Approach, International Adaptation
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Operations Management: An Integrated Approach, 8th edition, provides a solid foundation of the subject with clear, guided instructions and a balance between quantitative and qualitative concepts, thus providing both an applied and practical approach. In addition to leveraging customizable, tactile teaching and learning methods, the text covers emerging topics like artificial intelligence, robotics, data analytics, and sustainability. This international edition includes several revisions and additions to the content, including updated company examples across all chapters, updated discussions…mehr
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Operations Management: An Integrated Approach, 8th edition, provides a solid foundation of the subject with clear, guided instructions and a balance between quantitative and qualitative concepts, thus providing both an applied and practical approach. In addition to leveraging customizable, tactile teaching and learning methods, the text covers emerging topics like artificial intelligence, robotics, data analytics, and sustainability. This international edition includes several revisions and additions to the content, including updated company examples across all chapters, updated discussions with regard to the latest technologies that impact operations and supply chain management, and revised problems in all chapters. In addition, the edition includes a new "Pandemic Effects" box that addresses how the chapter topic has evolved or changed during the COVID-19 pandemic and how it is evolving in a post-pandemic environment.
Produktdetails
- Produktdetails
- Verlag: John Wiley & Sons Inc
- 8 ed
- Seitenzahl: 672
- Erscheinungstermin: 20. Juni 2024
- Englisch
- Abmessung: 277mm x 217mm x 30mm
- Gewicht: 1428g
- ISBN-13: 9781394226429
- ISBN-10: 139422642X
- Artikelnr.: 69038625
- Verlag: John Wiley & Sons Inc
- 8 ed
- Seitenzahl: 672
- Erscheinungstermin: 20. Juni 2024
- Englisch
- Abmessung: 277mm x 217mm x 30mm
- Gewicht: 1428g
- ISBN-13: 9781394226429
- ISBN-10: 139422642X
- Artikelnr.: 69038625
R. DAN REID is Associate Professor Emeritus of Operations Management at the Whittemore School of Business and Economics at the University of New Hampshire. He holds a Ph.D. in Operations Management from The Ohio State University, an M.B.A. from Angelo State University, and a B.A. in Business Management from the University of Maryland. During the past 20 years, he has taught at The Ohio State University, Ohio University, Bowling Green State University, Otterbein College, and the University of New Hampshire. Dr. Reid's research publications have appeared in numerous journals such as the Production and Inventory Management Journal, Mid-American Journal of Business, Cornell Hotel and Restaurant Administration Quarterly, Hospitality Research and Education Journal, Target, and the OM Review. His research interests include manufacturing planning and control systems, quality in services, purchasing, and supply chain management. NADA R. SANDERS is Distinguished Professor of Supply Chain Management at the D'Amore-McKim School of Business at Northeastern University. She holds a Ph.D. in Operations Management from The Ohio State University, an M.B.A. from The Ohio State University, and a B.S. in Mechanical Engineering. She has taught for more than 25 years at a variety of academic institutions including The Ohio State University, Lehigh University, Texas Christian University, and Wright State University. Dr. Sanders has extensive research experience and has published in numerous journals such as Decisions Sciences, Journal of Operations Management, Production & Operations Management, Journal of Business Logistics, California Management Review, Sloan Management Review, Omega, Interfaces, and Journal of Behavioral Decision Making. She has authored chapters in books and encyclopedias such as the Routledge Companion for Production and Operations Management, Forecasting Principles Handbook, Encyclopedia of Production and Manufacturing Management, and the Encyclopedia of Electrical and Electronics Engineering. Dr. Sanders consults with numerous companies across a range of industries and is frequently called upon as a keynote speaker and expert witness.
1 Introduction to Operations Management Chapter Overview What Is Operations
Management? Differences Between Manufacturing and Service Organizations
Operations Management Decisions Historical Development Today's OM
Environment Operations Management in Practice Within OM: How It All Fits
Together 2 Operations Strategy and Competitiveness Chapter Overview The
Role of Operations Strategy Developing a Business Strategy Developing an
Operations Strategy Strategic Role of Technology Productivity Operations
Strategy Within OM: How It All Fits Together 3 Product Design and Process
Selection Chapter Overview Product Design The Product Design Process
Factors Impacting Product Design Process Selection Designing Processes
Process Performance Metrics Linking Product Design and Process Selection
Technology Decisions Designing Services Product Design and Process
Selection Within OM: How It All Fits Together 4 Supply Chain Management
Chapter Overview Basic Supply Chains Issues Affecting Supply Chain
Management The Role of Purchasing Sourcing Decisions The Role of Warehouses
Implementing Supply Chain Management Supply Chain Management Within OM: How
It All Fits Together 5 Total Quality Management Chapter Overview Defining
Quality Cost of Quality The Evolution of Total Quality Management (TQM) The
Philosophy of TQM Quality Awards and Standards Why TQM Efforts Fail Total
Quality Management (TQM) Within OM: How It All Fits Together 6 Statistical
Quality Control Chapter Overview What Is Statistical Quality Control?
Sources of Variation: Common and Assignable Causes Descriptive Statistics
Statistical Process Control Methods Control Charts for Variables Control
Charts for Attributes Process Capability Six Sigma Quality Acceptance
Sampling Implications for Managers Statistical Quality Control in Services
Statistical Quality Control (SQC) Within OM: How It All Fits Together 7
Just-in-Time and Lean Systems Chapter Overview The Philosophy of JIT
Elements of JIT Just-in-Time Manufacturing Total Quality Management Respect
for People Benefits of JIT Implementing JIT JIT in Services JIT and Lean
Systems Within OM: How It All Fits Together 8 Forecasting Chapter Overview
Principles of Forecasting Steps in the Forecasting Process Types of
Forecasting Methods Time Series Models Causal Models Measuring Forecast
Accuracy Selecting the Right Forecasting Model Collaborative Planning,
Forecasting, and Replenishment (CPFR) Forecasting Within OM: How It All
Fits Together 9 Capacity Planning and Facility Location Chapter Overview
Capacity Planning Making Capacity Planning Decisions Decision Trees
Location Analysis Making Location Decisions Capacity Planning and Facility
Location Within OM: How It All Fits Together 10 Facility Layout Chapter
Overview What Is Layout Planning? Types of Layouts Designing Process
Layouts Special Cases of Process Layout Designing Product Layouts Group
Technology (Cell) Layouts Facility Layout Within OM: How It All Fits
Together 11 Work System Design Chapter Overview Work System Design Job
Design Work Measurement Compensation Work System Design within OM: How It
All Fits Together 12 Inventory Management Chapter Overview Basic Inventory
Principles Inventory Management Objectives Relevant Inventory Costs ABC
Inventory Classification Inventory Record Accuracy Determining Order
Quantities Determining Safety Stock Levels The Periodic Review System
Inventory Management within OM: How It All Fits Together 13 Aggregate
Planning Chapter Overview Business Planning Aggregate Planning Options
Aggregate Plan Strategies Developing the Aggregate Plan Aggregate Planning
within OM: How It All Fits Together 14 Resource Planning Chapter Overview
Enterprise Resource Planning The Benefits and Costs of ERP Material
Planning Systems How MRP Works Capacity Requirements Planning (CRP)
Resource Planning Within OM: How It All Fits Together 15 Scheduling Chapter
Overview Basic Scheduling Concepts Developing a Schedule of Operations
Optimized Production Technology Scheduling Issues for Service Organizations
Scheduling Within OM: Putting It All Together 16 Project Management Chapter
Overview The Project Life Cycle Project Management Concepts Estimating the
Probability of Completion Dates Reducing Project Completion Time The
Critical Chain Approach Project Management Within OM: How It All Fits
Together
Management? Differences Between Manufacturing and Service Organizations
Operations Management Decisions Historical Development Today's OM
Environment Operations Management in Practice Within OM: How It All Fits
Together 2 Operations Strategy and Competitiveness Chapter Overview The
Role of Operations Strategy Developing a Business Strategy Developing an
Operations Strategy Strategic Role of Technology Productivity Operations
Strategy Within OM: How It All Fits Together 3 Product Design and Process
Selection Chapter Overview Product Design The Product Design Process
Factors Impacting Product Design Process Selection Designing Processes
Process Performance Metrics Linking Product Design and Process Selection
Technology Decisions Designing Services Product Design and Process
Selection Within OM: How It All Fits Together 4 Supply Chain Management
Chapter Overview Basic Supply Chains Issues Affecting Supply Chain
Management The Role of Purchasing Sourcing Decisions The Role of Warehouses
Implementing Supply Chain Management Supply Chain Management Within OM: How
It All Fits Together 5 Total Quality Management Chapter Overview Defining
Quality Cost of Quality The Evolution of Total Quality Management (TQM) The
Philosophy of TQM Quality Awards and Standards Why TQM Efforts Fail Total
Quality Management (TQM) Within OM: How It All Fits Together 6 Statistical
Quality Control Chapter Overview What Is Statistical Quality Control?
Sources of Variation: Common and Assignable Causes Descriptive Statistics
Statistical Process Control Methods Control Charts for Variables Control
Charts for Attributes Process Capability Six Sigma Quality Acceptance
Sampling Implications for Managers Statistical Quality Control in Services
Statistical Quality Control (SQC) Within OM: How It All Fits Together 7
Just-in-Time and Lean Systems Chapter Overview The Philosophy of JIT
Elements of JIT Just-in-Time Manufacturing Total Quality Management Respect
for People Benefits of JIT Implementing JIT JIT in Services JIT and Lean
Systems Within OM: How It All Fits Together 8 Forecasting Chapter Overview
Principles of Forecasting Steps in the Forecasting Process Types of
Forecasting Methods Time Series Models Causal Models Measuring Forecast
Accuracy Selecting the Right Forecasting Model Collaborative Planning,
Forecasting, and Replenishment (CPFR) Forecasting Within OM: How It All
Fits Together 9 Capacity Planning and Facility Location Chapter Overview
Capacity Planning Making Capacity Planning Decisions Decision Trees
Location Analysis Making Location Decisions Capacity Planning and Facility
Location Within OM: How It All Fits Together 10 Facility Layout Chapter
Overview What Is Layout Planning? Types of Layouts Designing Process
Layouts Special Cases of Process Layout Designing Product Layouts Group
Technology (Cell) Layouts Facility Layout Within OM: How It All Fits
Together 11 Work System Design Chapter Overview Work System Design Job
Design Work Measurement Compensation Work System Design within OM: How It
All Fits Together 12 Inventory Management Chapter Overview Basic Inventory
Principles Inventory Management Objectives Relevant Inventory Costs ABC
Inventory Classification Inventory Record Accuracy Determining Order
Quantities Determining Safety Stock Levels The Periodic Review System
Inventory Management within OM: How It All Fits Together 13 Aggregate
Planning Chapter Overview Business Planning Aggregate Planning Options
Aggregate Plan Strategies Developing the Aggregate Plan Aggregate Planning
within OM: How It All Fits Together 14 Resource Planning Chapter Overview
Enterprise Resource Planning The Benefits and Costs of ERP Material
Planning Systems How MRP Works Capacity Requirements Planning (CRP)
Resource Planning Within OM: How It All Fits Together 15 Scheduling Chapter
Overview Basic Scheduling Concepts Developing a Schedule of Operations
Optimized Production Technology Scheduling Issues for Service Organizations
Scheduling Within OM: Putting It All Together 16 Project Management Chapter
Overview The Project Life Cycle Project Management Concepts Estimating the
Probability of Completion Dates Reducing Project Completion Time The
Critical Chain Approach Project Management Within OM: How It All Fits
Together
1 Introduction to Operations Management Chapter Overview What Is Operations
Management? Differences Between Manufacturing and Service Organizations
Operations Management Decisions Historical Development Today's OM
Environment Operations Management in Practice Within OM: How It All Fits
Together 2 Operations Strategy and Competitiveness Chapter Overview The
Role of Operations Strategy Developing a Business Strategy Developing an
Operations Strategy Strategic Role of Technology Productivity Operations
Strategy Within OM: How It All Fits Together 3 Product Design and Process
Selection Chapter Overview Product Design The Product Design Process
Factors Impacting Product Design Process Selection Designing Processes
Process Performance Metrics Linking Product Design and Process Selection
Technology Decisions Designing Services Product Design and Process
Selection Within OM: How It All Fits Together 4 Supply Chain Management
Chapter Overview Basic Supply Chains Issues Affecting Supply Chain
Management The Role of Purchasing Sourcing Decisions The Role of Warehouses
Implementing Supply Chain Management Supply Chain Management Within OM: How
It All Fits Together 5 Total Quality Management Chapter Overview Defining
Quality Cost of Quality The Evolution of Total Quality Management (TQM) The
Philosophy of TQM Quality Awards and Standards Why TQM Efforts Fail Total
Quality Management (TQM) Within OM: How It All Fits Together 6 Statistical
Quality Control Chapter Overview What Is Statistical Quality Control?
Sources of Variation: Common and Assignable Causes Descriptive Statistics
Statistical Process Control Methods Control Charts for Variables Control
Charts for Attributes Process Capability Six Sigma Quality Acceptance
Sampling Implications for Managers Statistical Quality Control in Services
Statistical Quality Control (SQC) Within OM: How It All Fits Together 7
Just-in-Time and Lean Systems Chapter Overview The Philosophy of JIT
Elements of JIT Just-in-Time Manufacturing Total Quality Management Respect
for People Benefits of JIT Implementing JIT JIT in Services JIT and Lean
Systems Within OM: How It All Fits Together 8 Forecasting Chapter Overview
Principles of Forecasting Steps in the Forecasting Process Types of
Forecasting Methods Time Series Models Causal Models Measuring Forecast
Accuracy Selecting the Right Forecasting Model Collaborative Planning,
Forecasting, and Replenishment (CPFR) Forecasting Within OM: How It All
Fits Together 9 Capacity Planning and Facility Location Chapter Overview
Capacity Planning Making Capacity Planning Decisions Decision Trees
Location Analysis Making Location Decisions Capacity Planning and Facility
Location Within OM: How It All Fits Together 10 Facility Layout Chapter
Overview What Is Layout Planning? Types of Layouts Designing Process
Layouts Special Cases of Process Layout Designing Product Layouts Group
Technology (Cell) Layouts Facility Layout Within OM: How It All Fits
Together 11 Work System Design Chapter Overview Work System Design Job
Design Work Measurement Compensation Work System Design within OM: How It
All Fits Together 12 Inventory Management Chapter Overview Basic Inventory
Principles Inventory Management Objectives Relevant Inventory Costs ABC
Inventory Classification Inventory Record Accuracy Determining Order
Quantities Determining Safety Stock Levels The Periodic Review System
Inventory Management within OM: How It All Fits Together 13 Aggregate
Planning Chapter Overview Business Planning Aggregate Planning Options
Aggregate Plan Strategies Developing the Aggregate Plan Aggregate Planning
within OM: How It All Fits Together 14 Resource Planning Chapter Overview
Enterprise Resource Planning The Benefits and Costs of ERP Material
Planning Systems How MRP Works Capacity Requirements Planning (CRP)
Resource Planning Within OM: How It All Fits Together 15 Scheduling Chapter
Overview Basic Scheduling Concepts Developing a Schedule of Operations
Optimized Production Technology Scheduling Issues for Service Organizations
Scheduling Within OM: Putting It All Together 16 Project Management Chapter
Overview The Project Life Cycle Project Management Concepts Estimating the
Probability of Completion Dates Reducing Project Completion Time The
Critical Chain Approach Project Management Within OM: How It All Fits
Together
Management? Differences Between Manufacturing and Service Organizations
Operations Management Decisions Historical Development Today's OM
Environment Operations Management in Practice Within OM: How It All Fits
Together 2 Operations Strategy and Competitiveness Chapter Overview The
Role of Operations Strategy Developing a Business Strategy Developing an
Operations Strategy Strategic Role of Technology Productivity Operations
Strategy Within OM: How It All Fits Together 3 Product Design and Process
Selection Chapter Overview Product Design The Product Design Process
Factors Impacting Product Design Process Selection Designing Processes
Process Performance Metrics Linking Product Design and Process Selection
Technology Decisions Designing Services Product Design and Process
Selection Within OM: How It All Fits Together 4 Supply Chain Management
Chapter Overview Basic Supply Chains Issues Affecting Supply Chain
Management The Role of Purchasing Sourcing Decisions The Role of Warehouses
Implementing Supply Chain Management Supply Chain Management Within OM: How
It All Fits Together 5 Total Quality Management Chapter Overview Defining
Quality Cost of Quality The Evolution of Total Quality Management (TQM) The
Philosophy of TQM Quality Awards and Standards Why TQM Efforts Fail Total
Quality Management (TQM) Within OM: How It All Fits Together 6 Statistical
Quality Control Chapter Overview What Is Statistical Quality Control?
Sources of Variation: Common and Assignable Causes Descriptive Statistics
Statistical Process Control Methods Control Charts for Variables Control
Charts for Attributes Process Capability Six Sigma Quality Acceptance
Sampling Implications for Managers Statistical Quality Control in Services
Statistical Quality Control (SQC) Within OM: How It All Fits Together 7
Just-in-Time and Lean Systems Chapter Overview The Philosophy of JIT
Elements of JIT Just-in-Time Manufacturing Total Quality Management Respect
for People Benefits of JIT Implementing JIT JIT in Services JIT and Lean
Systems Within OM: How It All Fits Together 8 Forecasting Chapter Overview
Principles of Forecasting Steps in the Forecasting Process Types of
Forecasting Methods Time Series Models Causal Models Measuring Forecast
Accuracy Selecting the Right Forecasting Model Collaborative Planning,
Forecasting, and Replenishment (CPFR) Forecasting Within OM: How It All
Fits Together 9 Capacity Planning and Facility Location Chapter Overview
Capacity Planning Making Capacity Planning Decisions Decision Trees
Location Analysis Making Location Decisions Capacity Planning and Facility
Location Within OM: How It All Fits Together 10 Facility Layout Chapter
Overview What Is Layout Planning? Types of Layouts Designing Process
Layouts Special Cases of Process Layout Designing Product Layouts Group
Technology (Cell) Layouts Facility Layout Within OM: How It All Fits
Together 11 Work System Design Chapter Overview Work System Design Job
Design Work Measurement Compensation Work System Design within OM: How It
All Fits Together 12 Inventory Management Chapter Overview Basic Inventory
Principles Inventory Management Objectives Relevant Inventory Costs ABC
Inventory Classification Inventory Record Accuracy Determining Order
Quantities Determining Safety Stock Levels The Periodic Review System
Inventory Management within OM: How It All Fits Together 13 Aggregate
Planning Chapter Overview Business Planning Aggregate Planning Options
Aggregate Plan Strategies Developing the Aggregate Plan Aggregate Planning
within OM: How It All Fits Together 14 Resource Planning Chapter Overview
Enterprise Resource Planning The Benefits and Costs of ERP Material
Planning Systems How MRP Works Capacity Requirements Planning (CRP)
Resource Planning Within OM: How It All Fits Together 15 Scheduling Chapter
Overview Basic Scheduling Concepts Developing a Schedule of Operations
Optimized Production Technology Scheduling Issues for Service Organizations
Scheduling Within OM: Putting It All Together 16 Project Management Chapter
Overview The Project Life Cycle Project Management Concepts Estimating the
Probability of Completion Dates Reducing Project Completion Time The
Critical Chain Approach Project Management Within OM: How It All Fits
Together