运营管理（英文版·原书第15版）
| 作者 |
| [美]F. 罗伯特·雅各布斯（F. Robert Jacobs） 理查德 B. 蔡斯（Richard B. Chase） |
| 丛书名 |
| 高等学校经济管理英文版教材 |
| 出版社 |
| 机械工业出版社 |
| ISBN |
| 9787111634881 |
| 简要 |
| 简介 |
| 内容简介书籍经济管理学书籍 本书由南加利福尼亚大学运营管理金牌教授理查德 B. 蔡斯和印第安纳大学教授 F. 罗伯特·雅各布斯合著，是一本理论观点鲜明、结构新颖且有很强实践指导意义的运营管理经典教科书，它为我们有效地结合战略、人员、技术与运营流程这四个要素提供了指导，是一本创建运营执行力的工具书。相对于第14版，新版除了在案例、专栏、练习等方面做了较大的修订和更新外，还增加了一些新的内容或话题，如运营和供应链策略相关风险、手机设计、服务业的不确定性和多变性、云技术等。本书的价值在于取材于企业的实践，经过理论的研究，又回到了实践。本书在介绍和阐述运营管理的体系架构、跟踪和研究不断出现与发展的新话题以及结合企业实践的案例研究这三个方面，充分体现了作者在运营管理研究与教学上的匠心独运。 |
| 目录 |
| 出版说明 导 读 前 言 致 谢 第一篇 战略、产品和能力 第1章 导论 /2 学习目标 /2 引导案例 西南航空公司的效率 /2 1.1 运营与供应链管理的基本要素 /3 1.2 运营与供应链管理中的职业发展 /9 1.3 运营与供应链管理领域的主要概念 /11 1.4 效率、效果与价值 /14 本章小结 /18 讨论题 /19 客观题 /20 分析练习 使用华尔街效率测量方法比较各公司 /21 练习测试 /22 第2章 战略 /23 学习目标 /23 引导案例 特斯拉汽车 /23 2.1 可持续的运营与供应链战略 /24 2.2 什么是运营与供应链战略 /25 2.3 使用运营与供应链活动来实施战略：宜家的战略 /30 2.4 评估和运营与供应链战略相关的风险 /31 2.5 生产率度量 /33 本章小结 /35 应用举例 /37 讨论题 /37 客观题 /37 案例分析 Timbuk2的道法 /40 练习测试 /41 第3章 产品与服务设计 /42 学习目标 /42 引导案例 IDEO：一家设计与创新的企业 /42 3.1 产品设计 /43 3.2 产品设计标准 /49 3.3 服务设计 /56 3.4 产品开发项目的经济分析 /57 3.5 产品开发的绩效评估 /61 本章小结 /62 应用举例 /63 讨论题 /66 客观题 /66 案例分析3-1 设计和定价 /69 案例分析3-2 牙科SPA /72 练习测试 /72 第4章 项目 /73 学习目标 /73 引导案例 能否在一周之内建起一幢15层的宾馆 /73 4.1 什么是项目管理 /74 4.2 网络计划模型 /78 4.3 管理项目 /89 4.4 项目管理信息系统 /94 本章小结 /95 应用举例 /97 讨论题 /101 客观题 /102 案例分析 产品设计项目 /108 练习测试 /109 第5章 战略能力管理 /110 学习目标 /110 引导案例 钢铁制造的规模经济 /110 5.1 运营与供应链管理中的能力管理 /111 5.2 能力规划 /114 5.3 决策树在能力方案评价中的应用 /117 5.4 服务能力规划 /120 本章小结 /122 应用举例 /123 讨论题 /125 客观题 /125 案例分析 休尔德斯医院：技高一筹 /127 练习测试 /129 第6章 学习曲线 /130 学习目标 /130 引导案例 波音团队加速737飞机生产 /130 6.1 什么是学习曲线 /131 6.2 学习曲线如何建模 /132 6.3 实际上能学到多少东西 /138 本章小结 /141 应用举例 /141 讨论题 /142 客观题 /143 练习测试 /146 第二篇 制造与服务流程 第7章 制造流程 /148 学习目标 /148 引导案例 3D打印：应用这一技术可以使零件制造更好更便宜 /148 7.1 什么是制造流程 /149 7.2 如何制定制造工艺流程 /151 7.3 生产工艺流程设计 /155 本章小结 /160 应用举例 /161 讨论题 /162 客观题 /163 案例分析 电路板制造公司 /165 练习测试 /167 第8章 设施布置 /168 学习目标 /168 引导案例 东芝：第一台笔记本电脑的制造者 /168 8.1 四种主要的布置形式分析 /170 8.2 零售服务业布置 /183 本章小结 /186 应用举例 /187 讨论题 /190 客观题 /191 案例分析 制造流程设计：东芝笔记本电脑的装配线 /198 练习测试 /200 第9章 服务流程 /201 学习目标 /201 引导案例 只要摇一下手机就能完成支付 /201 9.1 服务的本质 /202 9.2 服务组织设计 /203 9.3 服务蓝图和故障预防 /211 9.4 三种服务设计的对比 /212 本章小结 /216 讨论题 /217 客观题 /218 案例分析 美国比萨：将顾客需求转变为流程设计要求的练习 /218 练习测试 /220 第10章 排队分析与仿真 /221 学习目标 /221 引导案例 排队会让你抓狂吗 /221 10.1 排队问题 /222 10.2 排队模型 /230 10.3 排队问题的计算机仿真 /239 本章小结 /246 应用举例 /248 讨论题 /251 客观题 /251 案例分析 社区医院晚间手术室 /256 分析练习 顾客订单处理 /256 练习测试 /259 第11章 流程设计与分析 /265 学习目标 /265 引导案例 亚马逊：效率和物流大师 /265 11.1 流程分析 /266 11.2 了解流程 /270 11.3 工作设计决策 /278 11.4 流程分析的实例 /280 本章小结 /287 应用举例 /289 讨论题 /291 客观题 /292 案例分析 老虎机操作过程分析 /296 练习测试 /297 第12章 六西格玛质量管理 /298 学习目标 /298 引导案例 通用电气的六西格玛供应链流程 /298 12.1 全面质量管理 /299 12.2 六西格玛质量 /303 12.3 ISO 9000和ISO 14000 /310 本章小结 /312 讨论题 /313 客观题 /314 案例分析 特斯拉的质量挑战 /315 练习测试 /316 第13章 统计质量控制 /317 学习目标 /317 引导案例 通过控制图说明控制波动的重要性 /317 13.1 统计质量控制 /318 13.2 统计过程控制步骤 /325 13.3 抽样检验 /333 本章小结 /336 应用举例 /337 讨论题 /340 客观题 /340 案例分析13-1 热点塑料公司 /345 案例分析13-2 质量管理：丰田公司 /346 练习测试 /347 第三篇 供应链流程 第14章 精益供应链 /350 学习目标 /350 引导案例 从精益供应链到精益设计 /350 14.1 精益生产 /351 14.2 精益供应链 /353 14.3 价值流图 /355 14.4 精益供应链设计原则 /357 14.5 精益服务 /364 本章小结 /366 应用举例 /368 讨论题 /372 客观题 /372 案例分析14-1 品质零配件公司 /373 案例分析14-2 价值流图 /375 案例分析14-3 先锋渔船：价值流图应用范例 /376 练习测试 /377 第15章 选址、配送和运输 /378 学习目标 /378 引导案例 巴拿马运河更宽的新水道 /378 15.1 物流 /379 15.2 与物流相关的决策 /380 15.3 物流设施选址 /381 本章小结 /391 应用举例 /392 讨论题 /396 客观题 /396 分析练习 配送中心选址 /399 练习测试 /401 第16章 全球采购 /402 学习目标 /402 引导案例 无工厂商品生产商 /402 16.1 战略采购 /403 16.2 外包 /408 16.3 总拥有成本 /414 16.4 评估采购绩效 /416 本章小结 /418 讨论题 /419 客观题 /420 分析练习 全球采购决策—固安捷公司：重建中美供应链 /422 练习测试 /424 第四篇 供应、需求的计划与控制 第17章 企业资源计划系统 /426 学习目标 /426 引导案例 “云”中的ERP /426 17.1 什么是企业资源计划 /427 17.2 ERP如何整合各个功能模块 /429 17.3 供应链计划和控制如何嵌入ERP /432 17.4 评价集成ERP系统有效性的绩效指标 /435 本章小结 /440 应用举例 /441 讨论题 /442 客观题 /442 练习测试 /443 第18章 预测 /444 学习目标 /444 引导案例 从种子到杯子：星巴克全球供应链挑战 /444 18.1 运营与供应链管理中的预测 /445 18.2 预测的种类 /446 18.3 定性预测方法 /468 18.4 基于网络的预测：协同规划、预测及补货 /470 本章小结 /471 应用举例 /473 问题讨论 /478 客观题 /478 分析练习 星巴克的供应链需求预测 /487 练习测试 /488 第19章 销售与运营计划 /489 学习目标 /489 引导案例 美国西南制造公司的销售与运营计划 /489 19.1 什么是销售与运营计划 /490 19.2 综合计划技术 /496 19.3 收益管理 /503 本章小结 /505 应用举例 /506 讨论题 /509 客观题 /509 分析练习 为布拉福特制造公司制订生产计划 /512 练习测试 /513 第20章 库存管理 /515 学习目标 /515 引导案例 未来需要仓库吗 /515 20.1 理解库存管理 /516 20.2 库存控制系统 /521 20.3 库存计划和准确性 /538 本章小结 /541 应用举例 /543 问题讨论 /546 客观题 /546 案例分析 BIG10Sweater.com的库存管理 /555 练习测试 /557 第21章 物料需求计划 /559 学习目标 /559 引导案例 iPad的内部 /559 21.1 理解物料需求计划 /560 21.2 物料需求计划系统的结构 /563 21.3 MRP应用实例 /567 21.4 MRP系统中批量的确定 /572 本章小结 /576 应用举例 /577 讨论题 /583 客观题 /583 分析练习 布伦瑞克摩托公司：MRP入门案例 /587 练习测试 /589 第22章 工作中心调度 /590 学习目标 /590 引导案例 医院缩减急救室等待时间：新的“快速轨道”单位、高科技身份识别提高访问速度 /590 22.1 工作中心调度 /591 22.2 优先原则和技术 /595 22.3 车间作业控制 /601 22.4 服务业中的人员作业调度 /605 本章小结 /607 应用举例 /609 讨论题 /614 客观题 /614 案例分析 让患者等待？在我的办公室里不可能发生 /619 练习测试 /621 第23章 约束管理 /622 学习目标 /622 引导案例 企业的约束管理 /622 23.1 高德拉特的约束理论 /623 23.2 瓶颈资源、能力约束资源和同步制造 /628 23.3 同步制造与传统方法的比较 /638 23.4 约束理论：关于生产什么的问题 /640 本章小结 /647 应用举例 /648 讨论题 /649 客观题 /650 练习测试 /654 第五篇 专题 第24章 医疗 /656 学习目标 /656 引导案例 医疗优化协会 /656 24.1 医疗运营的特点 /657 24.2 绩效测评 /665 24.3 医疗趋势 /665 本章小结 /667 讨论题 /668 客观题 /668 案例分析 在家庭诊所管理患者的等待时间 /669 练习测试 /670 第25章 运营咨询 /671 学习目标 /671 引导案例 PRTM：一家领先的运营咨询公司 /671 25.1 什么是运营咨询 /672 25.2 运营咨询过程 /676 25.3 业务流程再造（BPR） /684 本章小结 /687 讨论题 /687 客观题 /688 分析练习 快速工厂评估 /688 练习测试 /690 附录A 用Excel Solver解决线性规划问题 /691 附录B 生产运营技术 /711 附录C 财务分析 /718 附录D 部分习题答案 /734 附录E 现值表 /736 附录F 负指数分布的e-x值 /737 附录G 累计标准正态分布概率表 /738 附录H 均匀分布随机数表 /739 附录I 利率表 /740 CONTENTS SECTION ONE STRATEGY, PRODUCTS, AND CAPACITY 1 INTRODUCTION.2 Introduction—the Elements of OSCM.3 What Is Operations and Supply Chain Management.3 Distinguishing Operations versus Supply Chain Processes.4 Categorizing Operations and Supply Chain Processes.6 Differences Between Services and Goods.7 The Goods–Services Continuum.8 Product–Service Bundling.9 Careers in OSCM.9 Chief Operating Officer.10 The Major Concepts that Define the OSCM Field.11 Current Issues in Operations and Supply Chain Management.13 Efficiency, Effectiveness, and Value.14 How Does Wall Street Evaluate -Efficiency.14 Concept Connections.18 Discussion Questions.19 Objective Questions.20 Analytics Exercise: -Comparing -Companies Using Wall Street -Efficiency.Measures.21 Practice Exam.22 2 STRATEGY.23 A Sustainable Operations and Supply Chain Strategy.24 What Is Operations and Supply Chain Strategy.25 Competitive Dimensions.27 The Notion of Trade-Offs.29 Order Winners and Order Qualifiers: The Marketing–Operations Link.29 Strategies are Implemented Using Operations and Supply Chain -Activities—IKEA’s Strategy.30 Assessing the Risk Associated with Oper-ations and Supply Chain -Strategies.31 Risk Management Framework.32 Productivity Measurement.33 Concept Connections.35 Solved Problem.37 Discussion Questions.37 Objective Questions.37 Case: The Tao of Timbuk.40 Practice Exam.41 3 DESIGN OF PRODUCTS AND SERVICES.42 Product Design.43 Product Development Process.44 Product Design Criteria.49 Designing for the Customer.49 Value Analysis/Value Engineering.51 Designing Products for Manufacture and Assembly.52 Designing Service Products.56 Economic Analysis of Product Development Projects.57 Build a Base-Case Financial Model.58 Sensitivity Analysis to Understand Project Trade-Offs.60 Measuring Product Development -Performance.61 Concept Connections.62 Solved Problem.63 Discussion Questions.66 Objective Questions.66 Case: IKEA: Design and Pricing.69 Case: Dental Spa.72 Practice Exam.72 4 PROJECTS.73 What is Project Management.74 Organizing the Project Team.75 Pure Project.75 Functional Project.75 Matrix Project.76 Organizing Project Tasks.77 Network-Planning Models.78 Critical Path Method (CPM).79 CPM with Three Activity Time Estimates.83 Time–Cost Models and Project Crashing.86 Managing Projects.89 Earned Value Management (EVM).91 Project Management Information -Systems.94 Concept Connections.95 Solved Problems.97 Discussion Questions.101 Objective Questions.102 Analytics Exercise: Product Design -Project.108 Practice Exam.109 5 STRATEGIC CAPACITY MANAGEMENT.110 Capacity Management in -Operations.and Supply Chain Management.111 Capacity Planning Concepts.112 Economies and Diseconomies of Scale.112 Capacity Focus.113 Capacity Flexibility.113 Capacity Planning.114 Considerations in Changing Capacity.114 Determining Capacity Requirements.115 Using Decision Trees to Evaluate Capacity Alternatives.117 Planning Service Capacity.120 Capacity Planning in Services versus Manufacturing.120 Capacity Utilization and Service Quality.121 Concept Connections.122 Solved Problem.123 Discussion Questions.125 Objective Questions.125 Case: Shouldice Hospital—A Cut Above.127 Practice Exam.129 6 LEARNING CURVES.130 What are Learning Curves.131 How are Learning Curves Modeled.132 Logarithmic Analysis.133 Learning Curve Tables.133 Estimating the Learning Percentage.138 How Long Does Learning Go On.138 In Practice, How Much Learning Occurs.138 Individual Learning.138 Organizational Learning.139 Concept Connections.141 Solved Problems.141 Discussion Questions.142 Objective Questions.143 Practice Exam.146 SECTION TWO MANUFACTURING AND SERVICE PROCESSES 7 MANUFACTURING PROCESSES 148 What are Manufacturing Processes.149 How Manufacturing Processes are.Organized.151 Break-Even Analysis.153 Manufacturing Process Flow Design.155 Concept Connections.160 Solved Problems.161 Discussion Questions.162 Objective Questions.163 Case: Circuit Board Fabricators, Inc..165 Practice Exam.167 8 FACILITY LAYOUT.168 Analyzing the Four Most Common -Layout Formats.170 Workcenters (Job Shops).170 Systematic Layout Planning.174 Assembly Lines.174 Assembly-Line Design.174 Splitting Tasks.178 Flexible and U-Shaped Line Layouts.179 Mixed-Model Line Balancing.179 Cells.181 Project Layouts.181 Retail Service Layout.183 Servicescapes.183 Signs, Symbols, and Artifacts.185 Office Layout.185 Concept Connections.186 Solved Problem.187 Discussion Questions.190 Objective Questions.191 Analytics Exercise: Designing a Manufacturing Process.198 Practice Exam.200 9 SERVICE PROCESSES.201 The Nature of Services.202 An Operational Classification of Services.203 Designing Service Organizations.203 Structuring the Service Encounter: The Service-System Design Matrix.205 Managing Customer-Introduced Variability.207 Applying Behavioral Science to Service Encounters.207 Service Blueprinting and Fail-Safing.211 Three Contrasting Service Designs.212 The Production-Line Approach.212 The Self-Service Approach.213 The Personal-Attention Approach.213 Seven Characteristics of a Well-Designed Service System.215 Concept Connections.216 Discussion Questions.217 Objective Questions.218 Case: Pizza USA: An Exercise in Trans-lating Customer Requirements into Process Design Requirements.218 Practice Exam.220 10 WAITING LINE ANALYSIS AND SIMULATION.221 The Waiting Line Problem.222 The Practical View of Waiting Lines.222 The Queuing System.223 Waiting Line Models.230 Approximating Customer Waiting Time.236 Simulating Waiting Lines.239 Example: A Two-Stage Assembly Line.239 Spreadsheet Simulation.242 Simulation Programs and Languages.244 Concept Connections.246 Solved Problems.248 Discussion Questions.251 Objective Questions.251 Case: Community Hospital Evening Operating Room.256 Analytics Exercise: Processing Cus-tomer Orders.256 Practice Exam.259 11 PROCESS DESIGN AND ANALYSIS.265 Process Analysis.266 Example—Analyzing a Las Vegas Slot Machine.266 Process Flowcharting.268 Understanding Processes.270 Buffering, Blocking, and Starving.270 Make-to-Stock vs. Make-to-Order.271 Measuring Process Performance.273 Production Process Mapping and Little’s Law.275 Job Design Decisions.278 Behavioral Considerations in Job Design.278 Work Measurement and Standards.279 Process Analysis Examples.280 A Bread-Making Operation.280 A Restaurant Operation.281 Planning a Transit Bus Operation.283 Process Flow Time Reduction.285 Concept Connections.287 Solved Problems.289 Discussion Questions.291 Objective Questions.292 Case: Analyzing Casino Money--Handling Processes.296 Practice Exam.297 12 SIX SIGMA QUALITY.298 Total Quality Management.299 Quality Specifications and Quality Costs.300 Developing Quality Specifications.300 Cost of Quality.301 Six Sigma Quality.303 Six Sigma Methodology.304 Analytical Tools for Six Sigma.305 Six Sigma Roles and Responsibilities.308 The Shingo System: Fail-Safe Design.309 ISO 9000 and ISO 14000.310 External Benchmarking for Quality Improvement.311 Concept Connections.312 Discussion Questions.313 Objective Questions.314 Case: Tesla’s Quality Challenge.315 Practice Exam.316 13 STATISTICAL QUALITY CONTROL.317 Statistical Quality Control.318 Understanding and Measuring Process Variation.319 Measuring Process Capability.321 Statistical Process Control Procedures.325 Process Control with Attribute -Measurements: Using p-Charts.326 Process Control with Attribute -Measurements: Using c-Charts.328 Process Control with Variable -Measurements: Using X- and R-Charts.329 How to Construct X- and R-Charts.330 Acceptance Sampling.333 Design of a Single Sampling Plan for Attributes.333 Operating Characteristic Curves.334 Concept Connections.336 Solved Problem.337 Discussion Questions.340 Objective Questions.340 Analytics Exercise: Hot Shot Plastics Company.345 Analytics Exercise: Quality Management—Toyota.346 Practice Exam.347 SECTION THREE SUPPLY CHAIN PROCESSES 14 LEAN SUPPLY CHAINS.350 Lean Production.351 The Toyota Production System.352 Lean Supply Chains.353 Value Stream Mapping.355 Lean Supply Chain Design Principles.357 Lean Concepts.358 Lean Production Schedules.359 Lean Supply Chains.363 Lean Services.364 Concept Connections.366 Solved Problems.368 Discussion Questions.372 Objective Questions.372 Case: Quality Parts Company.373 Case: Value Stream Mapping.375 Case: Pro Fishing Boats—A Value Stream Mapping Exercise.376 Practice Exam.377 15 LOGISTICS, DISTRIBUTION, AND TRANSPORTATION.378 Logistics.379 Decisions Related to Logistics.380 Transportation Modes.380 Warehouse Design.381 Locating Logistics Facilities.381 Plant Location Methods.383 Centroid Method.387 Locating Service Facilities.388 Concept Connections.391 Solved Problems.392 Discussion Questions.396 Objective Questions.396 Analytics Exercise: Distribution Center Location.399 Practice Exam.401 16 GLOBAL SOURCING AND PROCUREMENT.402 Strategic Sourcing.403 The Bullwhip Effect.404 Supply Chain Uncertainty Framework.405 Outsourcing.408 Logistics Outsourcing.408 Framework for Supplier Relationships.409 Green Sourcing.411 Total Cost of Ownership.414 Measuring Sourcing Performance.416 Concept Connections.418 Discussion Questions.419 Objective Questions.420 Analytics Exercise: Global Sourcing Decisions—Grainger: Reengineering the China/U.S. Supply Chain.422 Practice Exam.424 SECTION FOUR SUPPLY AND DEMAND -PLANNING AND CONTROL 17 ENTERPRISE RESOURCE PLANNING SYSTEMS.426 What is ERP.427 Consistent Numbers.427 Software Imperatives.428 Routine Decision Making.428 How ERP Connects the Functional Units.429 Finance.430 Manufacturing and Logistics.430 Sales and Marketing.430 Human Resources.430 Customized Software.431 Data Integration.431 How Supply Chain Planning and Control Fits Within ERP.432 Simplified Example.432 SAP Supply Chain Management.433 SAP Supply Chain Execution.433 SAP Supply Chain Collaboration.434 SAP Supply Chain Coordination.434 Performance Metrics to Evaluate Inte-grated System Effectiveness.435 The “Functional Silo” Approach.435 Integrated Supply Chain Metrics.436 Calculating the Cash-to-Cash Cycle Time.438 Concept Connections.440 Solved Problems.441 Discussion Questions.442 Objective Questions.442 Practice Exam.443 18 FORECASTING.444 Forecasting in Operations and Supply Chain Management.445 Quantitative Forecasting Models.446 Components of Demand.447 Time Series Analysis.448 Forecast Errors.463 Causal Relationship Forecasting.466 Qualitative Techniques in Forecasting.468 Market Research.469 Panel Consensus.469 Historical Analogy.469 Delphi Method.469 Web-Based Forecasting: Collaborative Planning, Forecasting, and Replenish-ment (CPFR).470 Concept Connections.471 Solved Problems.473 Discussion Questions.478 Objective Questions.478 Analytics Exercise: Forecasting Supply Chain Demand—Starbucks Corporation.487 Practice Exam.488 19 SALES AND OPERATIONS PLANNING.489 What is Sales and Operations Planning.490 An Overview of Sales and Operations Planning Activities.490 The Aggregate Operations Plan.492 Aggregate Planning Techniques.496 A Cut-and-Try Example: The JC Company.496 Aggregate Planning Applied to Ser-vices: Tucson Parks and Recreation Department.501 Yield Management.503 Operating Yield Management Systems.504 Concept Connections.505 Solved Problems.506 Discussion Questions.509 Objective Questions.509 Analytics Exercise: Develop-ing an Aggregate Plan—Bradford Manufacturing.512 Practice Exam.513 20 INVENTORY MANAGEMENT.515 Understanding Inventory Management.516 Purposes of Inventory.518 Inventory Costs.519 Independent versus Dependent Demand.520 Inventory Control Systems.521 A Single-Period Inventory Model.521 Multiperiod Inventory Systems.524 Fixed–Order Quantity Models.525 Fixed–Time Period Models.532 Inventory Turn Calculation.534 Price-Break Model.535 Inventory Planning and Accuracy.538 ABC Classification.538 Inventory Accuracy and Cycle Counting.539 Concept Connections.541 Solved Problems.543 Discussion Questions.546 Objective Questions.546 Analytics Exercise: Inventory Manage-ment at Big10Sweaters.com.555 Practice Exam.557 21 MATERIAL REQUIREMENTS PLANNING.559 Understanding Material Requirements Planning.560 Where MRP Can Be Used.560 Master Production Scheduling.561 Material Requirements Planning System Structure.563 Demand for Products.563 Bill-of-Materials.563 Inventory Records.565 MRP Computer Program.566 An Example Using MRP.567 Forecasting Demand.567 Developing a Master Production Schedule.568 Bill-of-Materials (Product Structure).568 Inventory Records.569 Performing the MRP Calculations.569 Lot Sizing in MRP Systems.572 Lot-for-Lot.573 Economic Order Quantity.573 Least Total Cost.574 Least Unit Cost.574 Choosing the Best Lot Size.576 Concept Connections.576 Solved Problems.577 Discussion Questions.583 Objective Questions.583 Analytics Exercise: An MRP Explosion—Brunswick Motors.587 Practice Exam.589 22 WORKCENTER SCHEDULING.590 Workcenter Scheduling.591 The Nature and Importance of -Workcenters.591 Typical Scheduling and Control Functions.593 Objectives of Workcenter Scheduling.594 Job Sequencing.594 Priority Rules and Techniques.595 Scheduling n Jobs on One Machine.595 Scheduling n Jobs on Two Machines.598 Scheduling a Set Number of Jobs on the Same Number of Machines.599 Scheduling n Jobs on m Machines.601 Shop-Floor Control.601 Gantt Charts.601 Tools of Shop-Floor Control.602 Principles of Workcenter Scheduling.604 Personnel Scheduling in Services.605 Scheduling Daily Work Times.605 Scheduling Hourly Work Times.606 Concept Connections.607 Solved Problems.609 Discussion Questions.614 Objective Questions.614 Case: Keep Patients Waiting Not in My Office.619 Practice Exam.621 23 THEORY OF CONSTRAINTS.622 Eli Goldratt’s Theory of Constraints.623 The Goal of the Firm.625 Performance Measurements.625 Unbalanced Capacity.626 Bottlenecks, Capacity-Constrained Resources, and Synchronous Manufacturing.628 Basic Manufacturing Building Blocks.628 Methods for Synchronous Control.629 Comparing Synchronous Manufacturing (TOC) to Traditional Approaches.638 MRP and JIT.638 Relationship with Other Functional Areas.639 Theory of Constraints—Problems About What to Produce.640 Concept Connections.647 Solved Problem.648 Discussion Questions.649 Objective Questions.650 Practice Exam.654 SECTION FIVE SPECIAL TOPICS 24 HEALTH CARE.656 The Nature of Health Care Operations.657 Classification of Hospitals.658 Hospital Layout and Care Chains.659 Capacity Planning.660 Workforce Scheduling.661 Quality Management and Process Improvement.661 Health Care Supply Chains.663 Inventory Management.664 Performance Measures.665 Trends in Health Care.665 Concept Connections.667 Discussion Questions.668 Objective Questions.668 Case: Managing Patient Wait Times at a Family Clinic.669 Practice Exam.670 25 OPERATIONS CONSULTING.671 What Is Operations Consulting.672 The Management Consulting Industry.673 Economics of Consulting Firms.673 When Operations Consulting Is Needed.674 The Operations Consulting Process.676 Operations Consulting Tool Kit.677 Problem Definition Tools.677 Data Gathering.679 Data Analysis and Solution Development.682 Cost Impact and Payoff Analysis.683 Implementation.684 Business Process Reengineering (Bpr).684 Principles of Reengineering.685 Guidelines for Implementation.686 Concept Connections.687 Discussion Questions.687 Objective Questions.688 Exercise: Quick Plant Assessment.688 Practice Exam.690 APPENDICES A Linear Programming Using the Excel Solver.691 B Operations Technology.711 C Financial Analysis.718 D Answers to Selected Objective Questions.734 E Present Value Table.736 F Negative Exponential Distribution: Values of e–X.737 G Areas of the Cumulative Standard Normal Distribution.738 H Uniformly Distributed Random Digits.739 I Interest Tables.740 |
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