Operations Management

For introductory Operations Management course in undergraduate and MBA programs.

 

This highly respected text integrates a process approach.  

Unique Value Proposition: Authorship!

(Pearson)

Bli först med att recensera och betygsätt boken Operations Management - du kan vinna 200 kr varje månad i tävlingen "Månadens recension".

LEE J. KRAJEWSKI is the William R. and F. Cassie Daley Professor of Manufacturing Strategy at the University of Notre Dame. Prior to joining Notre Dame, Lee was a faculty member at The Ohio State University, where he received the University Alumni Distinguished Teaching Award and the College of Business Outstanding Faculty Research Award. He initiated the Center for Excellence in Manufacturing Management and served as its director for four years. In addition, he received the National President's Award and the National Award of Merit of the American Production and Inventory Control Society. He served as President of the Decision Sciences Institute and was elected a Fellow of the Institute in 1988. He received the Distinguished Service Award in 2003. Lee received his Ph.D. from the University of Wisconsin. Over the years, he has designed and taught courses at both graduate and undergraduate levels on topics such as operations strategy, introduction to operations management, project management, operations design, and manufacturing planning and control systems. Lee served as the editor of Decision Sciences, was the founding editor of the Journal of Operations Management, and has served on several editorial boards. Widely published himself, Lee has contributed numerous articles to such journals as Decision Sciences, the Journal of Operations Management, Management Science, Harvard Business Review, and Interfaces, to name just a few. He has received five best-paper awards. Lee's areas of specialization include operations strategy, manufacturing planning and control systems, supply-chain management, and master production scheduling. LARRY P. RITZMAN is the Thomas J. Galligan, Jr. Professor Emeritus in Operations and Strategic Management at Boston College, where he received the Distinguished Service Award from the School of Management. He is also Professor Emeritus at The Ohio State University where he served for twenty-three years. He received several awards at Ohio State for both teaching and research, including the Pace Setters' Club Award for Outstanding Research. He received his doctorate at Michigan State University, having had prior industrial experience at the Babcock and Wilcox Company. Over the years, he has been privileged to teach and learn more about operations management with numerous students at all levels-undergraduate, MBA, executive MBA, and doctorate. Particularly active in the Decision Sciences Institute, Larry has served as Council Coordinator, Publications Committee Chair, Track Chair, Vice President, Board Member, Executive Committee Member, Doctoral Consortium Coordinator, and President. He was elected a Fellow of the Institute in 1987 and earned the Distinguished Service Award in 1996. He has received three best-paper awards. He is a frequent reviewer, discussant, and session chair for several other professional organizations. Larry's areas of particular expertise are service processes, operations strategy, production and inventory systems, forecasting, multistage manufacturing, and layout. An active researcher, Larry's publications have appeared in such journals as Decision Sciences, Journal of Operations Management, Production and Operations Management, Harvard Business Review, and Management Science. He has served in various editorial capacities for several journals. MANOJ K. MALHOTRA is the Jeff B. Bates Professor and Chairman of the Management Science Department at the Moore School of Business, University of South Carolina (USC), Columbia. He holds an engineering undergraduate degree from The Indian Institute of Technology (IIT) Kanpur, India, and a Ph.D. in operations management from The Ohio State University. He is certified as the Fellow of American Production and Inventory Management Society (CFPIM), and has conducted seminars and consulted with firms such as John Deere, Metso Corporation, Phelps Dodge, Sonoco, UCB Chemicals, Milliken, and Verizon among others. Apart

(Pearson)

USING OPERATIONS TO COMPETE

1.  Operations as a Competitive Weapon (with MC 1)

A.  Decision Making

2.  Operations Strategy

3.  Project Management (with MC 2)

MANAGING PROCESSES

4.  Process Strategy

5.  Process Analysis (with MC 3)

B.  Simulation

6.  Process Performance and Quality (with MC 4)

7.  Constraint Management

C.  Waiting Lines

8.  Process Layout

9.  Lean Systems

MANAGING VALUE CHAINS

10.  Supply Chain Strategy (with MC 5)

11.  Location

12.  Inventory Management

D.  Special Inventory Models

13.  Forecasting

14.  Sales and Operations Planning (with MC 6)

E.  Linear Programming

15.  Resource Planning

16.  Scheduling

Appendix 1:  Normal Distribution

Appendix 2:  Table of Random Numbers

Name Index

Subject Index

Photo Credits

 

(Pearson)