Operations and Supply Chain Management

Master the fundamental concepts and applications of operations (OM) and supply chain management (SCM) with OPERATIONS AND SUPPLY CHAIN MANAGEMENT, 3E by award-winning authors Collier/Evans. This edition balances coverage of both manufacturing and service businesses with the latest updates, an additional new SCM chapter and new discussions that highlight the latest changes in OM and SCM. Clear explanations are supported with contemporary examples and new and updated case studies that demonstrate how concepts apply. Discussions highlight new techniques and principles as well as the most recent Excel techniques and digital tools. Solved problems further guide you through key formulas and computations. MindTap online learning platform is available for both manual calculations and the use of Excel spreadsheet templates and models. MindTap's algorithmic homework and interactive learning tools also show you how to apply qualitative and quantitative reasoning to today's OM and SCM concepts. Cover Brief Contents Contents About the Authors Preface Chapter 1: Operations Management and Value Chains 1-1 The Importance and Scope of Operations Management 1-2 OM in the Workplace 1-3 Understanding Goods and Services 1-4 The Concept of Value 1-5 Customer Benefit Packages 1-6 Value Chains 1-7 Value Chain Frameworks 1-8 OM: A History of Change and Challenge 1-9 Current and Future Challenges Chapter Case: Walker Digital Music Services Chapter Case: Mickey Mouse: To Talk or Not? Chapter Case: Zappos, A Subsidiary of Amazon Integrative Case: Diamond Global Supply Chain - Hudson Jewelers Chapter 2: Analytics and Performance Measurement in Operations and Value Chains 2-1 Types of Performance Measures 2-2 Analytics in Operations Management 2-3 Designing Measurement Systems in Operations 2-4 Models of Organizational Performance Chapter Case: Rapido Burrito Chapter Case: Haven Malware Call Center Chapter Case: Greyhound Bank: Credit Card Division Integrative Case: Diamond Global Supply Chain - Hudson Jewelers Chapter 3: Operations Strategy 3-1 Gaining Competitive Advantage 3-2 Understanding Customer Wants and Needs 3-3 Evaluating Goods and Services 3-4 Competitive Priorities 3-5 OM and Strategic Planning 3-6 A Framework for Operations Strategy Chapter Case: Adventure Gaming, Inc. Chapter Case: The Greater Cincinnati Chamber of Commerce Chapter Case: Sustainable Lawn Care Integrative Case: Diamond Global Supply Chain - Hudson Jewelers Chapter 4: Technology and Operations Management 4-1 Understanding Technology in Operations 4-2 Technology in Value Chains 4-3 Benefits and Challenges of Technology 4-4 Technology Decisions and Implementation Chapter Case: Elegant Dining Chapter Case: RoboJet Car Wash Chapter Case: Bracket International - The RFID Decision Integrative Case: Diamond Global Supply Chain - Hudson Jewelers Chapter 5: Goods and Service Design 5-1 Designing Goods and Services 5-2 Customer-Focused Design 5-3 Designing Manufactured Goods 5-4 Service-Delivery System Design 5-5 Service-Encounter Design 5-6 An Integrative Case Study of LensCrafters Chapter Case: Astro Automotive: Vehicle Airbag Design for Reliability Chapter Case: Gulf Coast Bank: Service Guarantees Chapter Case: Tom's Auto Service Integrative Case: Diamond Global Supply Chain - Hudson Jewelers Chapter 6: Supply Chain Design 6-1 Global Supply Chains 6-2 A Global Supply Chain Example: Inditex/Zara 6-3 Supply Chain Design Trade-Offs 6-4 Location Decisions 6-5 Supply Chain Optimization Chapter Case: Bookmaster: Value Chain Design Chapter Case: Glen County Waste Disposal Chapter Case: Boston Red Sox Spring Training Decision Integrative Case: Diamond Global Supply Chain - Hudson Jewelers Chapter 7: Process Selection, Design, and Improvement 7-1 Process Choice Decisions 7-2 The Product-Process Matrix 7-3 The Service-Positioning Matrix 7-4 Process Design 7-5 Mistake-Proofing Processes 7-6 Process Improvement Chapter Case: Bluegrass Irrigation Services Chapter Case: Custom Drapes, Inc. Chapter Case: Hickory Medical Clinic Integrative Case: Diamond Global Supply Chain-Hudson Jewelers Chapter 8: Facility and Work Design 8-1 Facility Layout 8-2 Designing Product Layouts 8-3 Designing Process Layouts 8-4 Work Measurement 8-5 Workplace and Job Design Chapter Case: Employee 842 versus The State Chapter Case: Jameson Technology: Electric Motor Assembly Line Chapter Case: BankUSA: Cash Movement Integrative Case: Diamond Global Supply Chain - Hudson Jewelers Chapter 9: Forecasting and Demand Planning 9-1 Forecasting and Demand Planning 9-2 Basic Concepts in Forecasting 9-3 Statistical Forecasting Models 9-4 Regression as a Forecasting Approach 9-5 Judgmental Forecasting 9-6 Forecasting in Practice Chapter Case: United Dairies, Inc. Chapter Case: BankUSA: Forecasting Help Desk Demand by Day Chapter Case: Champion Microchips, Inc. Integrative Case: Diamond Global Supply Chain - Hudson Jewelers Chapter 10: Capacity Management 10-1 Understanding Capacity 10-2 Capacity Measurement 10-3 Long-Term Capacity Strategies 10-4 Short-Term Capacity Management 10-5 Learning Curves and Capacity Requirements Chapter Case: Tallis Manufacturing: Small Boat Propellers Chapter Case: Appleton Pulp and Paper Mill Chapter Case: David Christopher, Orthopedic Surgeon Integrative Case: Diamond Global Supply Chain - Hudson Jewelers Chapter 11: Process Analysis and Resource Utilization 11-1 Resource Utilization 11-2 Process Throughput and Bottlenecks 11-3 Little's Law 11-4 Managing Waiting Lines 11-5 Simulation Models for Analyzing Queueing Processes 11-6 The Theory of Constraints Chapter Case: Annapolis Hospital Chapter Case: The University Rare Book Library Process Chapter Case: Bourbon County Court Integrative Case: Diamond Global Supply Chain - Hudson Jewelers Chapter 12: Managing Inventories in Supply Chains 12-1 Understanding Inventory 12-2 Inventory Characteristics 12-3 ABC Inventory Analysis 12-4 Managing Fixed-Quantity Inventory Systems 12-5 Managing Fixed-Period Inventory Systems 12-6 Single-Period Inventory Model 12-7 Simulation Modeling of Inventory Systems Chapter Case: Margate Hospital Chapter Case: Dura Corporation: Purchasing Decisions Chapter Case: Hardy Hospital Integrative Case: Diamond Global Supply Chain - Hudson Jewelers Chapter 13: Supply Chain Management and Logistics 13-1 Managing Supply Chains 13-2 Logistics 13-3 Risk Management in Supply Chains 13-4 Supply Chains in E-Commerce 13-5 Measuring Supply Chain Performance 13-6 Sustainability in Supply Chains Chapter Case: Last Mile Delivery: Amazon's Competitive Edge Chapter Case: LCC Medical Manufacturing, Inc. Chapter Case: J&L Packaging, Inc.: Cash-to-Cash Conversion Cycle Integrative Case: Diamond Global Supply Chain - Hudson Jewelers Chapter 14: Resource Management 14-1 Resource Planning Framework for Goods and Services 14-2 Aggregate Planning Options 14-3 Strategies for Aggregate Production Planning 14-4 Using Optimization Models for Resource Management 14-5 Disaggregation in Manufacturing 14-6 Capacity Requirements Planning Chapter Case: Rocker Industries (A) Chapter Case: Rocker Industries (B) Chapter Case: Blue Note Mortgage Integrative Case: Diamond Global Supply Chain - Hudson Jewelers Chapter 15: Operations Scheduling and Sequencing 15-1 Understanding Scheduling and Sequencing 15-2 Staff and Appointment Scheduling 15-3 Sequencing 15-4 Dispatching Rules for Job Shop Scheduling 15-5 Two-Resource Sequencing Problem 15-6 Schedule Monitoring and Control 15-7 Vehicle Routing and Scheduling Chapter Case: Turpin's COVID Labs, Inc. Chapter Case: Luke's Balloon Shop Chapter Case: Midwest Frequent Flyer Call Center Integrative Case: Diamond Global Supply Chain - Hudson Jewelers Chapter 16: Quality Management 16-1 Understanding Quality 16-2 Influential Leaders in Modern Quality Management 16-3 The Gap Model 16-4 Quality Management Systems and ISO 9000 16-5 Six Sigma 16-6 Cost-of-Quality Measurement 16-7 The "Seven QC Tools" 16-8 Other Quality Improvement Strategies Chapter Case: Bonnie Blaine, Director of Hospital Operations Chapter Case: Sunshine Enterprises Chapter Case: Welz Business Machines Integrative Case: Diamond Global Supply Chain - Hudson Jewelers Chapter 17: Quality Control and SPC 17-1 Quality Control Systems 17-2 Variation and Statistical Process Control 17-3 Constructing Control Charts 17-4 Practical Issues in SPC Implementation 17-5 Process Capability Chapter Case: Eckhardt Hospital Chapter Case: Dean Door Corporation Chapter Case: Goodman Tire and Rubber Company Integrative Case: Diamond Global Supply Chain - Hudson Jewelers Chapter 18: Lean Operating Systems 18-1 Principles of Lean Operating Systems 18-2 Lean Tools and Approaches 18-3 Lean Six Sigma 18-4 Lean Manufacturing and Service Tours 18-5 Just-in-Time Systems 18-6 Comparing Six Sigma, Lean, and the Theory of Constraints Chapter Case: Kempfer Furniture, Inc. Chapter Case: Ceva, Incorporated: Jet Engine Preventive Maintenance Chapter Case: Community Medical Associates Integrative Case: Diamond Global Supply Chain - Hudson Jewelers Chapter 19: Project Management 19-1 The Scope of Project Management 19-2 Techniques for Planning, Scheduling, and Controlling Projects 19-3 Time/Cost Trade-Offs 19-4 Uncertainty in Project Management Chapter Case: University Medical Center Chapter Case: Alternative Water Supply Chapter Case: J.L. Braessler Manufacturing - Product Design Project Integrative Case: Diamond Global Supply Chain - Hudson Jewelers Chapter 20: Building Resilience and Continuity in Operations and Supply Chains 20-1 Disruptions and Business Continuity 20-2 Resilience in Operations and Supply Chains 20-3 Planning for Business Continuity 20-4 Planning for Emergencies and Disasters 20-5 Operations and Supply Chain Concepts to Build Resilience and Business Continuity 20-6 The Future of Operations and Supply Chain Management Chapter Case: Haitian 2010 Earthquake (A): Community Lifelines Chapter Case: Haitian 2010 Earthquake (B): Assembly of an Air Cargo Pallet Chapter Case: Haitian 2010 Earthquake (C): Learning Curves Integrative Case: Diamond Global Supply Chain - Hudson Jewelers Supplement A: Probability and Statistics Supplement B: Decision Analysis Supplement C: Break-Even Analysis Supplement D: Linear Optimization Supplement E: The Transportation and Assignment Problems Supplement F: Queuing Models Supplement G: Simulation Appendix A: Areas for the Cumulative Standard Normal Distribution Appendix B: Factors for x and R-Control Charts Appendix C: Integrative Case: Diamond Global Supply Chain - Hudson Jewelers Endnotes Glossary Index