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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