Previously known as Fundamentals of Operations Management, Operations Management: Integrating Manufacturing and Services offers a broad and relatively non-quantitative overview of the field of operations management and provides a “big picture” perspective that should appeal to a variety of business majors—not just those students majoring in operations management. Reflecting the background of the authors, Operations Management: Integrating Manufacturing and Services has the strongest coverage of services of any introductory book on the market. The treatment of both manufacturing and services, as the new title suggests, is again more fully integrated than other competing textbooks.
Table of contents:
Part I: OPERATIONS MANAGEMENT IN TODAY’S BUSINESS ENVIRONMENT Chapter 1: Introduction to Operations Management Chapter 2: Operations Strategy: Identifying Core Competencies Supplement 2: Financial Analysis in Operations Management Chapter 3: The Role of Information Technology Chapter 4: Supply Chain Management: Integrating Across Organizations Chapter 5: Integrating Manufacturing and Services Part II: PROCESS DECISIONS Chapter 6: New Product and Service Development, and Process Selection Chapter 7: Project Management Chapter 8: Process Measurement and Analysis Supplement 8: Job Design and Work Performance Measurement Chapter 9: Quality Management Supplement 9: Quality Control Tools for Improving Processes Chapter 10: Lean Operations Part III: FACILITY DECISIONS Chapter 11: Facility Location and Capacity Planning Chapter 12: Facility Layouts Supplement 12: Forecasting Part IV: AGGEGRATE PLANNING AND INVENTORY DECISIONS Chapter 13: Aggregate Planning Chapter 14: Inventory Systems for Independent Demand Part V. DAILY OPERATIONAL DECISIONS Chapter 15: Inventory Systems for Dependent Demand Chapter 16: Waiting Line Management Supplement 16: Waiting Line Theory Chapter 17: Scheduling
Table of contents:
Part I: OPERATIONS MANAGEMENT IN TODAY’S BUSINESS ENVIRONMENT Chapter 1: Introduction to Operations Management Chapter 2: Operations Strategy: Identifying Core Competencies Supplement 2: Financial Analysis in Operations Management Chapter 3: The Role of Information Technology Chapter 4: Supply Chain Management: Integrating Across Organizations Chapter 5: Integrating Manufacturing and Services Part II: PROCESS DECISIONS Chapter 6: New Product and Service Development, and Process Selection Chapter 7: Project Management Chapter 8: Process Measurement and Analysis Supplement 8: Job Design and Work Performance Measurement Chapter 9: Quality Management Supplement 9: Quality Control Tools for Improving Processes Chapter 10: Lean Operations Part III: FACILITY DECISIONS Chapter 11: Facility Location and Capacity Planning Chapter 12: Facility Layouts Supplement 12: Forecasting Part IV: AGGEGRATE PLANNING AND INVENTORY DECISIONS Chapter 13: Aggregate Planning Chapter 14: Inventory Systems for Independent Demand Part V. DAILY OPERATIONAL DECISIONS Chapter 15: Inventory Systems for Dependent Demand Chapter 16: Waiting Line Management Supplement 16: Waiting Line Theory Chapter 17: Scheduling