Descripciones mejoradas de Syndetics:

OPERATIONS MANAGEMENT-PROBLEM SOLVED!

Like the fish on the cover of this book, students sometimes face an uphill climb. To scale the ladder of success in this course, they will need strong, solid problem-solving skills.

This edition of Operations Management addresses this need with a new focus on problem-solving:
* Before You Begin sections accompany every solved problem to help students learn how to approach and attack problems
* Algorithmic Problems in WileyPLUS offer lots of practice
* Demonstration Problems in WileyPLUS Walk Students Through Problems and Their Solutions
* Special questions of use with Classroom Response Systems offer quick quantitative problems for students to practice techniques

Like the previous editions, this one takes an integrative approach to demonstrate the critical impact OM has on today's business environments. It clearly outlines for students how OM relates to every department in an organization. the new Third Edition also provides clear, focused, and highly engaging coverage of key operations management topics, and makes strong connections across concepts and chapters.

Tabla de contenidos provista por Syndetics

• Chapter 1 Introduction to Operations Management
• What Is Operations Management?
• Links to Practice: The E-tailers
• Differences between Manufacturing and Service Organizations
• Links to Practice: U.S. Postal Service
• Operations Management Decisions
• Links to Practice: Texas Instruments Incorporated
• Plan of This Book
• Historical Development
• Why OM?
• Historical Milestones
• The Industrial Revolution
• Scientific Management
• The Human Relations Movement
• Management Science
• The Computer Age
• Just-in-Time
• Total Quality Management
• Business Process Reengineering
• Flexibility
• Time-Based Competition
• Supply Chain Management
• Global Marketplace
• Environmental Issues
• Electronic Commerce
• Today's OM Environment
• Operations Management in Practice
• Om Across The Organization
• Inside Om
• Chapter Highlights/Key Terms
• Discussion Questions
• Case: Hightone Electronics, Inc.Case: Creature Care Animal Clinic (A).Interactive Learning
• Chapter 2 Operations Strategy And Competitiveness
• The Role of Operations Strategy
• The Importance of Operations Strategy
• Developing a Business Strategy
• Mission
• Environmental Scanning
• Core Competencies
• Putting It Together
• Links to Practice: Dell Computer Corporation
• Developing an Operations Strategy
• Competitive Priorities
• Links to Practice: Southwest Airlines Company
• Links to Practice: FedEx Corporation
• The Need for Trade-Offs
• Order Winners and Qualifiers
• Translating Competitive Priorities into Production Requirements
• Strategic Role of Technology
• Types of Technology
• Technology as a Tool for Competitive Advantage
• Productivity
• Measuring Productivity
• Interpreting Productivity Measures
• Productivity and Competitiveness
• Productivity and the Service Sector
• Om Across The Organization
• Inside Om
• Chapter Highlights/Key Terms/Formula Review
• Solved Problems
• Discussion Questions/Problems
• Internet Challenge: Demonstrating Your Knowledge Of Om
• Virtual Company: Welcome To Kaizen Consulting
• Bibliography
• Case: Prime Bank Of Massachusetts
• Case: Boseman Oil And Petroleum (Bop).Interactive Learning
• Internet Challenge: Understanding Strategic Differences
• Virtual Company: Getting Acquainted With Valley Memorial Hospital
• Bibliography
• The Service Package
• Differing Service Designs
• Om Across The Organization
• Inside Om
• Chapter Highlights
• Key Terms/Formula Review/Solved Problems
• Discussion Questions/Problems
• Case: Biddy's Bakery (Bb).Case: Creature Care Animal Clinic (B).Interactive Learning
• Internet Challenge: Country Comfort Furniture
• Virtual Company: Service Package And Processes At Valley Memorial Hospital
• Bibliography
• Product Design
• Design of Services Versus Goods
• The Product Design Process
• Idea Development
• Links to Practice: IBM Corporation
• Product Screening
• Preliminary Design and Testing
• Final Design
• Factors Impacting Product Design
• Design for Manufacture
• Product Life Cycle
• Concurrent Engineering
• Remanufacturing
• Process Selection
• Types of Processes
• Designing Processes
• Process Performance Metrics
• Linking Product Design and Process Selection
• Product Design Decisions
• Links to Practice: The Babcock & Wilcox Company
• Competitive Priorities
• Facility Layout
• Product and Service Strategy
• Degree of Vertical Integration
• Technology Decisions
• Information Technology
• Links to Practice: Using GPS Technology in Product Advertising
• Automation
• Links to Practice: Performing Robotic Surgery.e-Manufacturing
• Designing Services
• How Are Services Different from Manufacturing?
• How Are Services Classified?
• Chapter 3  Product Design And Process Selection
• E-Commerce
• Types of E-Commerce
• Business-to-Business (B2B) E-Commerce
• The Evolution of B2B Commerce
• The Benefits of B2B E-Commerce
• Business-to-Consumer (B2C) E-Commerce
• Consumer-to-Consumer (C2C) E-Commerce
• Peer-to-Peer (P2P) E-Commerce
• M-Commerce
• What Is a Supply Chain?
• Components of a Supply Chain
• External Suppliers
• Internal Functions
• External Distributors
• The Bullwhip Effect
• Causes of the Bullwhip Effect
• Counteracting the Bullwhip Effect
• Factors Affecting Supply Chain Management
• Consumer Expectations and Competition
• Links to Practice: Lands' End

Notas de autor provistas por Syndetics

Nada R. Sanders is Professor of Operations Management at the Raj Soin College of Business at Wright State 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. degree in Mechanical Engineering from Franklin University. She has taught for more than twenty years at a variety of academic institutions including The Ohio State University, Capital University, and Wright State University, in addition to lecturing to various industry groups. She has designed and taught classes for undergraduates, graduates, and executives on topics such as operations management, operations strategy, forecasting, and supply chain management. She has received a number of teaching awards including the College of Business Outstanding Teacher Award. Dr. Sanders has extensive research experience and has published in numerous journals such as Decisions Sciences, Journal of Operations Management, Sloan Management Review, Omega, Interfaces, Journal of Behavioral Decision Making, Journal of Applied Business Research , and Production & Inventory Management Journal . She has authored chapters in books and encyclopedias such as the Forecasting Principles Handbook (Kluwer Academic Publishers), Encyclopedia of Production and Manufacturing Management (Kluwer Academic Publishers) and the Encyclopedia of Electrical and Electronics Engineering (John Wiley & Sons). Dr. Sanders has served as Vice President of Decision Sciences Institute (DSI), President of the Midwest Decision Sciences Institute, and hasheld numerous other positions within the Institute. In addition to DSI, Dr. Sanders is active in the Production Operations Management Society (POMS), APICS, INFORMS, Council of Supply Chain Management Professions (CSCMP), and the International Institute of Forecasters (IIF). She has served on review boards and/or as a reviewer for numerous journals including Decision Sciences, Journal of Business Logistics, Production Operations Management, International Journal of Production Research , Omega , and others. In addition, Dr. Sanders has worked and/or consulted for companies in the telecommunications, pharmaceutical, steel, automotive, warehousing, retail, and publishing industries, and is frequently called upon to serve as an expert witness.

R. Dan Reid is Associate Professor 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 twenty 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. He has worked for, or consulted with, organizations in the telecommunications, consumer electronics, defense, hospitality, and capital equipment industries. Dr. Reid has served as Program Chair and President of the Northeast Region of the Decision Sciences Institute (NEDSI) and as Associate Program Chair and Proceedings Editor of the First International DSI Conference, and held numerous positions within DSI. He has been the Program Chair and Chair of the Operations Management Division of the Academy of Management. Dr. Reid has also served as President of the Granite State Chapter of the American Production and Inventory Control Society. He has been a board member of the Operations Management Association and the Manchester Manufacturing Management Center. Dr. Reid is a past Editor of the OM Review . Dr. Reid has designed and taught courses for undergraduates, graduates, and executives on topics such as resource management, manufacturing management, introduction to operations management, purchasing management, and manufacturing planning and control systems. In 2002 Dr. Reid received a University of New Hampshire Excellence in Teaching Award.