Operations and supply chain management for MBAs Jack R. Meredith. [print]

Part 1 Strategy and Execution

1 Operations and Supply Chain Strategy for Competitiveness

Operations -- Systems Perspective -- Inputs -- Transformation Processes -- Outputs -- Control -- Operations Activities -- Trends in Operations and Supply Chain Management -- Customer Value -- Costs -- Benefits -- Innovativeness -- Functionality -- Quality -- Customization -- Responsiveness -- Strategy and Competitiveness -- Global Trends -- Strategy -- Strategic Frameworks -- Core Capabilities.

2 Executing Strategy: Project Management

Defining a Project -- Planning the Project -- The Project Portfolio -- The Project Life Cycle -- Projects in the Organizational Structure -- Organizing the Project Team -- Project Plans -- Scheduling the Project -- Project Scheduling with Certain Activity TImes: A Process Improvement Example -- Project Scheduling with Uncertain Activity TImes -- Project Management Software Capabilities -- Goldratt's Critical Chain -- Controlling the Project: Earned Value.

Part 2: Process and Supply Chain Design

3 Process Planning

Forms of Transformation Systems -- Continuous Process -- Flow Shop -- Job Shop -- Cellular Production -- Project Operations -- Selection of a Transformation System -- Considerations of Volume and Variety -- Product and Process Life Cycle -- Service Processes.

4 Capacity and Scheduling

Long-Term Capacity Planning -- Capacity Planning Strategies -- Effectively Utilizing Capacity Through Schedule Management -- Scheduling Services -- Short-Term Capacity Planning -- Process-Flow Analysis -- Short-Term Capacity Alternatives -- Capacity Planning for Services -- The Learning Curve -- Queuing and the Psychology of Waiting.

5 Supply Chain Planning and Analytics

Importance of Supply Chain Planning and Analytics -- Demand Planning -- Forecasting Methods -- Factors Influencing the Choice of Forecasting Method -- Time Series Analysis -- Causal Forecasting with Regression -- Assessing the Accuracy of Forecasting Models -- Sales and Operations Planning -- Aggregate Planning Strategies -- Determining the Service Level: An Example Using the Newsvendor Problem -- Collaborative Planning, Forecasting, and Replenishment.

Supply Chain Management

Defining South CarolinaM -- Supply Chain Strategy -- Strategic Need for South CarolinaM -- Measures of Supply Chain Performance -- Supply Chain Design -- Logistics -- Sourcing Strategies and Outsourcing -- Purchasing/Procurement -- Supplier Management -- Inventory and Supply Planning -- Functions of Inventories -- Forms of Inventories -- Inventory-Related Costs -- Decisions in Inventory Management -- Role of Information Technology -- ERP -- Customer Relationship Management Systems -- Successful South CarolinaM -- Closed-Loop Supply Chains and Reverse Logistics -- Supplement A: The Beer Game -- Supplement B: The Economic Order Quantity Model (online).

Part 3: Managing and Improving the Process

7 Monitoring and Controlling the Processes

Monitoring and Control -- Process Monitoring -- Stages of Operational Effectiveness -- Balanced Scorecard -- The Strategy Map -- ISO 9000 and 14000 -- Failure Mode and Effect Analysis (Federated States of MicronesiaEA) -- Process Control -- Statistical Process Control -- Constructing Control Charts -- Controlling Service Quality -- Service Defections.

8 Process Improvement: Six Sigma

Approaches for Process Improvement -- Business Process Design (Reengineering) -- Six Sigma and the DMAIC Improvement Process -- Example Six Sigma Project -- The Define Phase -- Benchmarking -- Quality Function Deployment -- The Measure Phase -- Defects per Million Opportunities (DPMO) -- Measurement Systems Analysis -- The Analyze Phase -- Brainstorming -- Cause-and-Effect Diagrams -- Process Capability Analysis -- The Improve Phase -- Design of Experiments -- The Control Phase -- Six Sigma in Practice -- Six Sigma Roles -- Becoming Certified -- The Need to Customize Six Sigma Programs.

9 Process Improvement: Lean

History and Philosophy of Lean -- Traditional Systems Compared with Lean -- Specify Value and Identify the Value Stream -- Identity the Value Stream -- Make Value Flow -- Continuous Flow Manufacturing -- The Theory of Constraints -- Pull Value through the Value Stream -- Kanban/JIT in Services -- Pursue Perfection -- 5S -- The Visual Factory -- Kaizen -- Poka Yoke -- Total Productive Maintenance -- Benefits of Lean ad Lean Six Sigmas -- Lean Six Sigma.

Cases

BPO, Incorporated: Call Center Six Sigma Project -- Peerless Laser Processors -- General Micro Electronics, Incorporated: Semiconductor Assembly Process -- Heublein: Project Management and Control System -- D.U. Singer Hospital Products Corporation -- Automotive Builders, Incorporated: The Stanhope Project.

Case (online)--United Lock: Door Hardware Division (A)

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