OPERATIONS MANAGEMENT PROCESSES AND VALUE CHAINS EDGHTH EDITIONPDF电子书下载

PART Ⅰ Using Operations to Complete 2

CHAPTER 1 Operations As a Competitive Weapon 3

FedEx 3

Operations Management Across the Organization 4

A Process View 5

How Processes Work 5

Nested Processes 6

Customer-Supplier Relationships 7

Service and Manufacturing Processes 7

Adding Value：The Value Chain 8

Core Processes 9

Support Processes 10

Adding Value with Processes 10

Operations Management As a Set of Decisions 10

Managerial Practice 1.1 Operational Innovation Is a Competitive Weapon at Progressive Insurance 11

Decision-Making Tools 12

Supporting the Firm’s Goals 12

Trends in Operations Management 12

Productivity Improvement 13

Global Competition 14

Rapid Technological Change 15

Ethical，Workforce Diversity，and Environmental Issues 16

Addressing the Challenges in Operations Management 17

Managerial Practice 1.2 High-Tech Operations Help Recycle High-Tech Equipment 17

Part 1：Using Operations to Compete 17

Part 2：Managing Processes 18

Part 3：Managing Value Chains 18

Student CD-ROM and Internet Resources 18

Key Equation 18

Managerial Challenge Operations As a Competitive Weapon at Starwood 19

Key Terms 19

Solved Problems 20

Discussion Questions 20

Problems 21

Active Model Exercise 22

Case Chad’s Creative Concepts 23

Selected References 24

SUPPLEMENT A Decision Making 25

Break-Even Analysis 26

Evaluating Services or Products 26

Evaluating Processes 28

Preference Matrix 29

Decision Theory 30

Decision Making Under Certainty 31

Decision Making Under Uncertainty 32

Decision Making Under Risk 33

Decision Trees 34

Student CD-ROM and Internet Resources 36

Key Equations 36

Key Terms 36

Solved Problems 36

Problems 39

Selected References 43

CHAPTER 2 Operations Strategy 45

Starbucks 45

Operations Strategy Across the Organization 47

Developing a Customer-Driven Operations Strategy 47

Corporate Strategy 47

Global Strategies 49

Market Analysis 50

Competitive Priorities and Capabilities 50

Cost 51

Quality 51

Managerial Practice 2.1 Using Operations for Profit at Costco 52

Time 52

Flexibility 52

Managerial Practice 2.2 Building Aircraft Carriers to Customer Order 54

Order Winners and Qualifiers 54

Using Competitive Priorities：An Airline Example 55

New Service or Product Development 56

Development Strategies 57

Service and Product Definition 57

Development Process 59

Operations Strategy As a Pattern of Decisions 61

Student CD-ROM and Internet Resources 63

Key Terms 63

Discussion Questions 63

Case BSB，Inc.，The Pizza Wars Come to Campus 65

Selected References 67

CHAPTER 3 Project Management 69

Bechtel Group，Inc. 69

Project Management Across the Organization 70

Using Projects to Implement Operations Strategy 71

Cross-Functional Interaction 71

Defining and Organizing Projects 72

Defining the Scope and Objectives of a Project 72

Selecting the Project Manager and Team 72

Organizational Structure 73

Managerial Practice 3.1 Virtual Global Teaming at Baxter International 74

Planning Projects 75

Defining the Work Breakdown Structure 75

Diagramming the Network 76

Developing the Schedule 78

Analyzing Cost-Time Trade-Offs 84

Managerial Challenge Project Management at the Phoenician 85

Assessing Risks 91

Managerial Practice 3.2 Boston’s Big Dig Project Poses Many Challenges 92

Critical Chain 97

Resource-Related Problems 97

The Critical Chain Approach 98

Monitoring and Controlling Projects 98

Monitoring Project Status 98

Monitoring Project Resources 99

Controlling Projects 100

Student CD-ROM and Internet Resources 101

Key Equations 101

Key Terms 102

Solved Problems 102

Discussion Questions 106

Problems 106

Active Model Exercise 113

Case The Pert Studebaker 115

Selected References 117

PART Ⅱ Managing Processes 118

CHAPTER 4 Process Strategy 119

Duke Power 119

Process Strategy Across the Organization 120

Process Strategy 121

Major Process Decisions 121

Process Structure in Services 122

Nature of Service Processes：Customer Contact 122

Customer-Contact Matrix 125

Service Process Structuring 126

Embedding Strategy into Service Processes 127

Managerial Practice 4.1 Processes in the Front and Back Office at the Ritz-Carlton 128

Process Structure in Manufacturing 128

Product-Process Matrix 129

Manufacturing Process Structuring 129

Production and Inventory Strategies 131

Embedding Strategy into Manufacturing Processes 132

Customer Involvement 133

Possible Disadvantages 133

Possible Advantages 134

Resource Flexibility 134

Workforce 135

Equipment 135

Capital Intensity 136

Automating Manufacturing Processes 136

Automating Service Processes 137

Managerial Practice 4.2 Flexible Automation at R.R.Donnelley 137

Economies of Scope 138

Strategic Fit 138

Decision Patterns for Service Processes 139

Decision Patterns for Manufacturing Processes 139

Gaining Focus 140

Strategies for Change 141

Process Reengineering 141

Process Improvement 142

Student CD-ROM and Internet Resources 142

Key Terms 143

Discussion Questions 143

Problems 143

Case Custom Molds，Inc. 145

Selected References 148

CHAPTER 5 Process Analysis 151

Omgeo 151

Process Analysis Across the Organization 153

A Systematic Approach 153

Step 1：Identify Opportunities 153

Step 2：Define the Scope 154

Step 3：Document the Process 154

Step 4：Evaluate Performance 154

Step 5：Redesign the Process 155

Step 6：Implement Changes 155

Documenting the Process 155

Flowcharts 155

Managerial Practice 5.1 Evaluating Performance at McDonald’s 156

Service Blueprints 158

Process Charts 159

Evaluating Performance 161

Data Analysis Tools 161

Managerial Challenge Process Analysis at Starwood 162

Data Snooping 166

Simulation 168

Redesigning the Process 169

Generating Ideas：Questioning and Brainstorming 169

Managerial Practice 5.2 Redesigning Processes at Baptist Memorial Hospital 170

Benchmarking 171

Managing Processes 172

Student CD-ROM and Internet Resources 173

Key Terms 173

Solved Problems 173

Discussion Questions 176

Problems 177

Active Model Exercise 183

Case Jose’s Authentic Mexican Restaurant 184

Selected References 185

SUPPLEMENT B Simulation 187

Reasons for Using Simulation 188

The Simulation Process 188

Data Collection 188

Random-Number Assignment 190

Model Formulation 191

Analysis 192

Computer Simulation 193

Simulation with Excel Spreadsheets 193

Simulation with More Advanced Software 196

Student CD-ROM and Internet Resources 198

Key Terms 198

Solved Problem 198

Problems 199

Selected References 203

CHAPTER 6 Process Performance and Quality 205

Crowne Plaza Christchurch 205

Process Performance and Quality Across the Organization 206

Costs of Poor Process Performance and Quality 206

Prevention Costs 207

Appraisal Costs 207

Internal Failure Costs 207

External Failure Costs 207

Total Quality Management 208

Customer Satisfaction 208

Employee Involvement 210

Continuous Improvement 211

Statistical Process Control 213

Variation of Outputs 213

Managerial Practice 6.1 TQM and SPC Help ADM Cocoa Maintain a Sweet Business 214

Managerial Practice 6.2 Quality Measures in the Health Care Industry 215

Control Charts 218

Statistical Process Control Methods 220

Control Charts for Variables 220

Control Charts for Attributes 224

Process Capability 227

Defining Process Capability 227

Using Continuous Improvement to Determine the Capability of a Process 229

Quality Engineering 230

Six Sigma 230

Managerial Practice 6.3 Applying the Six-Sigma Process at Scottsdale Healthcare’s Osborn Hospital 232

Six Sigma Improvement Model 233

Implementation 233

International Quality Documentation Standards 234

The ISO 9000 Documentation Standards 234

ISO 14000：An Environmental Management System 234

Managerial Challenge Process Performance and Quality at Starwood 235

Benefits of ISO Certification 236

Malcolm Baldrige National Quality Award 236

Student CD-ROM and Internet Resources 237

Key Equations 237

Key Terms 237

Solved Problems 238

Discussion Questions 240

Problems 240

Active Model Exercise 248

Experiential Learning Statistical Process Control with a Coin Catapult 249

Selected References 251

CHAPTER 7 Constraint Management 253

Eastern Financial Florida Credit Union 253

Managing Constraints Across the Organization 254

The Theory of Constraints 255

Measuring Capacity，Utilization，and Performance in TOC 255

Key Principles of TOC 256

Managerial Practice 7.1 Using TOC Principles Profits Bal Seal Engineering 258

Identification and Management of Bottlenecks 259

Managerial Practice 7.2 Constraint Management in Health Care 262

Product Mix Decisions Using Bottlenecks 263

Capacity Planning Over Longer Time Horizons 265

Economies of Scale 265

Managerial Practice 7.3 Economies of Scale at Work 266

Diseconomies of Scale 267

Capacity Timing and Sizing Strategies 268

Sizing Capacity Cushions 268

Timing and Sizing Expansion 268

Linking Process Capacity and Other Decisions 269

A Systematic Approach to Long-Term Capacity Decisions 270

Step 1：Estimate Capacity Requirements 270

Step 2：Identify Gaps 272

Step 3：Develop Alternatives 272

Step 4：Evaluate the Alternatives 272

Tools for Capacity Planning 273

Waiting-Line Models 273

Simulation 274

Decision Trees 274

Student CD-ROM and Internet Resources 275

Key Equations 275

Key Terms 275

Solved Problems 275

Discussion Questions 278

Problems 279

Experiential Learning Min-Yo Garment Company 285

Case Fitness Plus，Part A 289

Selected References 290

SUPPLEMENT C Waiting Lines 291

Why Waiting Lines Form 292

Uses of Waiting-Line Theory 292

Structure of Waiting-Line Problems 292

Customer Population 292

The Service System 293

Priority Rule 295

Probability Distributions 295

Arrival Distribution 296

Service Time Distribution 296

Using Waiting-Line Models to Analyze Operations 297

Single-Server Model 298

Multiple-Server Model 300

Little’s Law 301

Finite-Source Model 302

Decision Areas for Management 303

Student CD-ROM and Internet Resources 304

Key Equations 304

Key Terms 305

Solved Problems 305

Problems 307

Selected References 309

CHAPTER 8 Process Layout 311

RiverTown Crossings 311

Managing Process Layout Across the Organization 312

Layout Planning 313

Strategic Issues 313

Managerial Practice 8.1 Retailers Match Layouts to Strategies 314

Layout Types 314

Performance Criteria 316

Creating Hybrid Layouts 317

One Worker，Multiple Machines 317

Group Technology 318

Designing Flexible-Flow Layouts 319

Step 1：Gather Information 320

Step 2：Develop a Block Plan 321

Applying the Weighted-Distance Method 322

Step 3：Design a Detailed Layout 323

Other Decision Support Tools 324

Warehouse Layouts 324

Office Layouts 325

Designing Line-Flow Layouts 326

Managerial Practice 8.2 Transitioning from Traditional Layout to Activity Settings at ABB 327

Line Balancing 328

Other Considerations 331

Student CD-ROM and Internet Resources 332

Key Equations 332

Key Terms 332

Solved Problems 332

Discussion Questions 335

Problems 335

Active Model Exercise 340

Case 1 Hightec，Inc. 341

Case 2 The Pizza Connection 343

Selected References 345

CHAPTER 9 Lean Systems 347

Toyota Production System 347

Lean Systems Across the Organization 349

Characteristics of Lean Systems for Services and Manufacturing 349

Pull Method of Work Flow 349

Quality at the Source 350

Small Lot Sizes 350

Uniform Workstation Loads 351

Standardized Components and Work Methods 351

Close Supplier Ties 352

Flexible Workforce 352

Line Flows 353

Automation 353

Five S 353

Preventive Maintenance 354

Continuous Improvement Using a Lean Systems Approach 354

Managerial Practice 9.1 Lean Systems at New Balance Athletic Shoe Company 355

The Kanban System 356

General Operating Rules 357

Determining the Number of Containers 357

Other Kanban Signals 359

Managerial Practice 9.2 Lean Systems at University of Pittsburgh Medical Center Shadyside 359

Value Stream Mapping 360

JIT II 362

Operational Benefits and Implementation Issues 362

Organizational Considerations 362

Managerial Practice 9.3 Implementing Manufacturing Principles at Cessna 363

Process Considerations 364

Inventory and Scheduling 364

Student CD-ROM and Internet Resources 365

Key Equation 365

Key Terms 365

Solved Problem 365

Discussion Questions 366

Problems 366

Case Copper Kettle Catering 368

Selected References 369

PART Ⅲ Managing Value Chains 370

CHAPTER 10 Supply Chain Strategy 371

Dell Inc. 371

Supply Chain Strategy Across the Organization 372

Supply Chains for Services and Manufacturing 373

Services 373

Manufacturing 374

Managerial Practice 10.1 Supply Chain Excellence at 7-Eleven Japan 375

Measures of Supply Chain Performance 376

Inventory Measures 376

Process Measures 379

Links to Financial Measures 379

Supply Chain Dynamics 380

External Causes 381

Internal Causes 382

Integrated Supply Chains 383

The Customer Relationship Process 383

E-Commerce and the Marketing Process 383

E-Commerce and the Order Placement Process 384

The Order Fulfillment Process 385

Inventory Placement 386

Vendor-Managed Inventories 386

Continuous Replenishment Program 387

Radio Frequency Identification 387

Distribution Processes 387

Managerial Practice 10.2 Continuous Replenishment at the Campbell Soup Company 388

Supplier Relationship Process 389

Supplier Selection and Certification 390

Supplier Relations 390

Electronic Purchasing 391

Centralized Versus Localized Buying 392

Value Analysis 393

Supply Chain Strategies 393

Strategic Focus 393

Managerial Challenge Supply Chain Strategy at Starvvood 394

Managerial Practice 10.3 A Responsive Supply Chain Helps a European Clothing Retailer Delight Customers 396

Mass Customization 397

Managerial Practice 10.4 Mass Customization at Lands’End 399

Lean Supply Chains 400

Outsourcing and Offshoring 401

Virtual Supply Chains 403

Managerial Practice 10.5 HCL Corporation Provides Service Processes in Virtual Value Chains 405

Student CD-ROM and Internet Resources 406

Key Equations 406

Key Terms 406

Solved Problem 406

Discussion Questions 407

Problems 408

Experiential Learning Sonic Distributors 410

Case 1 Wolf Motors 412

Case 2 Brunswick Distribution，Inc. 412

Selected References 417

CHAPTER 11 Location 419

Bavarian Motor Works（BMW） 419

Location Decisions Across the Organization 421

Factors Affecting Location Decisions 422

Dominant Factors in Manufacturing 422

Managerial Practice 11.1 Relocating General Electric’s Energy Division 423

Dominant Factors in Services 424

Geographical Information Systems and Location Decisions 424

Managerial Practice 11.2 How Fast-Food Chains Use GIS to Select Their Sites 425

Using GIS to Identify Locations and Demographic Customer Segments 426

Managerial Practice 11.3 Location Challenges at Starbucks 427

Choosing Between an Onsite Expansion，New Location，or Relocation 427

Locating a Single Facility 431

Comparing Several Sites 431

Applying the Load-Distance Method 432

Using Break-Even Analysis 434

Locating a Facility Within a Network of Facilities 436

The GIS Method for Locating Multiple Facilities 436

The Transportation Method 441

Other Methods of Location Analysis 444

Student CD-ROM and Internet Resources 444

Key Equations 444

Key Terms 445

Solved Problems 445

Discussion Questions 448

Problems 448

Active Model Exercise 454

Case 1 Industrial Repair，Inc. 455

Case 2 R.U.Reddie for Location 456

Selected References 459

CHAPTER 12 Inventory Management 461

Inventory Management at Wal-Mart 461

Inventory Management Across the Organization 462

Inventory Basics 463

Pressures for Low Inventories 463

Pressures for High Inventories 464

Types of Inventory 465

Inventory Reduction Tactics 466

Managerial Practice 12.1 Improving Customer Service Through Inventory Management at Amazon.com 467

Placement of Inventories 468

Identifying Critical Inventory Items with ABC Analysis 469

Economic Order Quantity 470

Calculating the EOQ 471

Understanding the Effect of Changes 474

EOQ and Lean Systems 475

Inventory Control Systems 475

Continuous Review System 475

Periodic Review System 484

Managerial Practice 12.2 Implementing a Periodic Review Inventory System at Hewlett-Packard 486

Comparative Advantages of the Q and P Systems 488

Hybrid Systems 489

Inventory Record Accuracy 489

Student CD-ROM and Internet Resources 489

Key Equations 490

Key Terms 490

Solved Problems 490

Discussion Questions 496

Problems 496

Active Model Exercise 501

Experiential Learning Swift Electronic Supply，Inc. 502

Case Parts Emporium 504

Selected References 506

SUPPLEMENT D Special Inventory Models 507

Noninstantaneous Replenishment 508

Quantity Discounts 510

One-Period Designs 512

Student CD-ROM and Internet Resources 515

Key Equations 515

Key Term 515

Solved Problems 515

Problems 517

Selected References 519

CHAPTER 13 Forecasting 521

Unilever 521

Forecasting Across the Organization 523

Demand Patterns 523

Designing the Forecasting System 524

Deciding What to Forecast 524

Choosing the Type of Forecasting Technique 525

Forecasting with Computers 525

Judgment Methods 526

Salesforce Estimates 526

Managerial Practice 13.1 Wal-Mart Uses CPFR and the Internet to Improve Forecast Performance 527

Executive Opinion 528

Market Research 528

Delphi Method 528

Guidelines for Using Judgment Forecasts 528

Causal Methods：Linear Regression 528

Time-Series Methods 531

Naive Forecast 531

Estimating the Average 532

Including a Trend 536

Seasonal Patterns 538

Choosing a Time-Series Method 541

Forecast Error 541

Criteria for Selecting Time-Series Methods 545

Using Multiple Techniques 546

Combination Forecasts 547

Focus Forecasting 547

Putting It All Together：Forecasting As a Process 547

A Typical Forecasting Process 547

Forecasting As a Nested Process 548

Student CD-ROM and Internet Resources 549

Key Equations 549

Key Terms 549

Solved Problems 550

Discussion Questions 555

Problems 556

Active Model Exercise 562

Case Yankee Fork and Hoe Company 563

Selected References 565

CHAPTER 14 Sales and Operations Planning 567

Whirlpool Corporation 567

Sales and Operations Planning Across the Organization 568

The Purpose of Sales and Operations Plans 568

Aggregation 568

The Relationship of Sales and Operations Plans to Other Plans 569

The Decision Context 571

Information Inputs 571

Typical Objectives 571

Reactive Alternatives 572

Aggressive Alternatives 573

Planning Strategies 574

Relevant Constraints and Costs 574

Managerial Practice 14.1 Workforce Strategy and Commitment to Employees 575

Sales and Operations Planning As a Process 576

Decision Support Tools 578

Spreadsheets 578

Managerial Challenge Sales and Operations Planning at Starwood 579

The Transportation Method 583

Managerial Considerations 587

Student CD-ROM and Internet Resources 587

Key Terms 587

Solved Problems 587

Discussion Questions 591

Problems 591

Active Model Exercise 595

Case Memorial Hospital 596

Selected References 598

SUPPLEMENT E Linear Programming 599

Basic Concepts 600

Formulating a Problem 601

Graphic Analysis 602

Plot the Constraints 603

Identify the Feasible Region 604

Plot an Objective Function Line 606

Find the Visual Solution 606

Find the Algebraic Solution 607

Slack and Surplus Variables 608

Sensitivity Analysis 609

Computer Solution 610

Simplex Method 610

Computer Output 610

Applications 613

Student CD-ROM and Internet Resources 613

Key Terms 614

Solved Problem 614

Discussion Question 615

Problems 615

Selected References 621

CHAPTER 15 Resource Planning 623

Starwood 623

Resource Planning Across the Organization 624

Enterprise Resource Planning 624

What an ERP System Does 624

How ERP Systems Are Designed 625

Planning and Controlling Systems for Manufacturers 626

Dependent Demand 626

Managerial Practice 15.1 ERP at VF Corporation 627

Possible Planning and Control Systems 628

Material Requirements Planning 629

Bill of Materials 629

Master Production Scheduling 630

Inventory Record 636

Planning Factors 639

Outputs from MRP 642

MRP and the Environment 645

Drum-Buffer-Rope System 646

Resource Planning for Service Providers 647

Dependent Demand for Services 647

Managerial Practice 15.2 The Drum-Buffer-Rope System at a U.S.Marine Corps Maintenance Center 648

Bill of Resources 649

Student CD-ROM and Internet Resources 650

Key Terms 650

Solved Problems 651

Discussion Questions 655

Problems 655

Active Model Exercise 664

Case Flashy Flashers，Inc. 665

Selected References 669

CHAPTER 16 Scheduling 671

Air New Zealand 671

Scheduling Across the Organization 672

Scheduling Service and Manufacturing Processes 673

Performance Measures 673

Gantt Charts 674

Scheduling Customer Demand 675

Appointments 675

Reservations 675

Backlogs 676

Scheduling Employees 676

Constraints 676

Developing a Workforce Schedule 677

Computerized Workforce Scheduling Systems 679

Operations Scheduling 679

Managerial Practice 16.1 Scheduling Employees at Call Centers 680

Job Shop Dispatching 680

Scheduling Jobs for One Workstation 682

Scheduling Jobs for Multiple Workstations 686

Scheduling Jobs for a Two-Station Flow Shop 687

Labor-Limited Environments 689

Linking Operations Scheduling to the Supply Chain 690

Student CD-ROM and Internet Resources 690

Key Equations 690

Managerial Practice 16.2 Car Sequencing at Nissan’s Sunderland Plant 691

Key Terms 692

Solved Problems 692

Discussion Questions 697

Problems 697

Active Model Exercise 701

Case Food King 703

Selected References 705

Appendix 1 Normal Distribution 707

Appendix 2 Table of Random Numbers 708

Photo Credits 709

Name Index 711

Subject Index 717