Operations Management, 12th Global Edition

New to this Edition

• A Unifying Central Figure introduces each chapter that embodies our philosophy of operations management, that adheres to the “building block” approach including:

o Part 1,a discussion on how to design and manage processes or “journeys” at the firm level. These processes must effectively satisfy customer demands.

o Part 2 teaches students how firms forecast their demands and satisfy them with appropriate inventory and scheduling practices.

o Part 3 demonstrates how the building blocks are connected into supply chains, linking the process in one firm with those of another. All three levels of the diagram are linked with feedback loops.

• · Five new Chapter-Opening Vignettes engage and stimulate students’ interest by profiling how real companies like CVS Pharmacy, Airbus, Microsoft, Ford Motor Company, and the Burj Khalifa, the tallest building in the world, apply specific operational issues addressed in each chapter.
• · Eleven new Managerial Practices provide current examples of how companies (successfully or unsuccessfully) deal with process and supply chain issues facing them as they run their operations. Examples range from the scheduling of major league baseball umpires to the use of drones in a disaster relief supply chain.

Hot topic discussions, on the latest in technology and its effects on the operations of a firm

• · Chapter 3, “Quality and Performance,” introduces a systems approach to total quality management and emphasizes its importance with an integrating diagram that explains the interactions between continuous improvement, employee involvement, management commitment, and analytical process thinking.
• · Chapter 1, “Using Operations to Create Value,” includes a discussion on the Internet of things (IoT), which relates to the interconnectivity of objects that can collect and exchange data without human intervention.
• · Chapter 14, “Supply Chain Integration,” teaches students how a disruptive technology such as additive manufacturing (AM, also called 3-D printing) can reduce material inputs and make supply chains more flexible.
• Check out the preface for a complete list of features and what's new in this edition.
  

Table of Contents

1. Using Operations to Create Value

Supplement A: Decision Making

PART I: MANAGING PROCESSES

2. Process Strategy and Analysis

3. Quality and Performance

4. Capacity Planning

Supplement B: Waiting Lines

5. Constraint Management

6. Lean Systems

7. Project Management

PART II: MANAGING CUSTOMER DEMAND

8. Forecasting

9. Inventory management

Supplement C: Special Inventory Models

10. Operations Planning and Scheduling

Supplement D: Linear Programming

11. Resource Planning

PART III: MANAGING SUPPLY CHAINS

12. Supply Chain Design

13. Supply Chain Logistic Networks

14. Supply Chain Integration

15. Supply Chain Sustainability

Appendix: Normal Distribution

MYLAB OPERATIONS MANAGEMENT SUPPLEMENTS

Supplement E: Simulation

Supplement F: Financial Analysis

Supplement G: Acceptance Sampling Plans

Supplement H: Measuring Output Rates

Supplement I: Learning Curve Analysis

Supplement J: Operations Scheduling

Supplement K: Layout

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