DescriptionFor introductory Operations Management course in undergraduate and MBA programs.
This highly respected text integrates a process approach.
Unique Value Proposition: Authorship!
What type of examples motivate your students? Do you try to bring in practical business examples, current research, and emerging trends/topics? When you evaluate the different texts in the market does authorship and reputation matter (i.e. their experience in the classroom, their research contributions, and their consulting background)?
- Lee J. Krajewski. He received his PhD from the University of Wisconsin. Prior to joining the faculty at the University of Notre Dame where he holds the esteemed William R. and F. Cassie Daley Professor endowed chair position, he taught at The Ohio State University. He has won numerous awards, highlights include: University Alumni Distinguished Teaching Award, Outstanding Faculty Research Award, Distinguished Service Award, 5 best paper awards and the National President’s Award and the National Award of Merit of the American Production and Inventory Control Society. He is a past President and Fellow of the Decision Sciences Institute. He was the founding editor of the Journal of Operations Management and served as editor of Decision Sciences for six years.
- Larry P. Ritzman. He received his doctorate from Michigan State University. He spent 23 years at The Ohio State University and most recently taught at Boston College where he held the Thomas J. Galligan Jr. endowed chair position. He has won numerous awards, highlights include: Distinguished Service Award, Pace Setters’ Club Award for Outstanding Research, and 3 best paper Awards. He is actively involved in the Decision Science Institute: Council Coordinator, Publications Committee Chair, Track Chair, Vice President, Board Member, Executive Committee Member, Doctoral Consortium Chair, past President, and a Fellow of the Institute.
- New! Co-author. Dr. Manoj K. Malhotra, the Jeff B. Bates chair at the University of South Carolina, was selected to join the team because of his teaching ability, scholarship in the field, and extensive knowledge of the text, to shape a new legacy and continue the level of excellence adopters have come to expect. All three authors share a common heritage with The Ohio State University, where Manoj received his doctorate and Lee and Larry served as professors. All three professors are endowed chair holders at their respective universities. He’s a:
- Leader in the Classroom: A Master Teacher
- He’s won numerous awards for Excellence in Teaching at the University of South Carolina, including being selected six times as an outstanding professor by students; listed in “Who’s Who of America’s Teachers” on several occasions; Alfred G. Smith Excellence in Teaching Award and recognition as the first “Master Teacher” at the Moore School of Business at the University of South Carolina -- the school’s highest teaching honors.
- Dedicated/Active Researcher: A superb scholar
- He publishes frequently in key refereed journals, is an Associate Editor of Decision Sciences and the Journal of Operations Management, and is active in numerous professional associations including POMS, APICS, and DSI. In 2005, he served as the DSI Program Chair for the DSI 2005 Annual Meeting.
- Respected in Industry: Consultant
- He’s worked with top firms such as John Deere, Metso Corporation, Phelps Dodge, Sonoco, Milliken, and Verizon among many others.
- Leader in the Classroom: A Master Teacher
Do you emphasize business processes (i.e. how things are all part of a system and work together in order to gain competitive advantages)?
- Processes and Value Chains Theme
- Weave a central theme throughout the text to demonstrate that processes and value chains are vital to a firms’ success and relevant to all functional areas of a business. A central figure is introduced in every chapter to help student make this connection.
With job opportunities moving from manufacturing to a more service driven economy, would you be interested in a book that has a better service integration?
- New Service Cases and Videos
- With the increase in job opportunities in the service sector, the new edition features an inside look at one of the world’s largest hotel companies, Starwood. In the chapters listed below, an in-text case, called a “Managerial Challenge,” highlights how Starwood is applying operational concepts from that chapter.
- Ch1: Operations as a Competitive Weapon
- Ch3: Project Management
- Ch5: Process Analysis
- Ch6: Process Performance and Quality
- Ch10: Supply Chain Strategy
- Ch14: Sales and Operations Planning
- There is a corresponding video for each of these cases, however the cases are written so that they can be used with or without the videos. Each video also includes a unique feature that offers the instructor an opportunity to “pause” the video and stimulate a discussion in the classroom on what recommendations the students would make based on Starwood’s situation. After that discussion, the instructor can “resume” the video to show what Starwood actually decided and why.
- Video Bookwrap showcases the authors discussing the key revision highlights featured in the new edition.
OTHER POINTS OF DIFFERENTIATION
Do you integrate a variety of real business examples to show relevance?
- Managerial Practice
- Provide current examples of how companies- either successfully or unsuccessfully- deal with process and value chain issues facing them as they run their operations.
Do you use the same company/example to connect key points during the course?
- Managerial Challenge
- Showcase a running in-text case of how Starwood, one of the largest hotel companies, is applying an operational concept from that chapter. Discussion questions are included for classroom discussion or assignment purposes.
What type of problems do you do in class? Do you walk through the specific solution steps to ensure your students can replicate these techniques when they practice or prepare for your homework assignments?
- Demonstrate how to apply what they have learned and walk students through the solution process. These examples always close with a unique feature called a “Decision Point” to focus students on the decision implications for managers.
- Student CD. This valuable resource includes many chapter resources, problem solving software, and additional case material to bring the concepts to life.
- Key Equations highlights key equations from the chapter in a chapter specific word file
- Written Tour includes a two-page spreads that help students visualize the facilities of King Soopers Bakery related to material in chapter 4.
- Textbook Supplements include additional topical coverage on: Computer Integrated Manufacturing, Learning Curve Analysis, Measuring Output Rates, Acceptance Sampling Plans, and Financial Analysis.
- OM Explorer: This text specific software package resembles an Excel worksheet. It includes tutors, solvers, and additional exercises.
- Tutors provide coaching for over 60 analytic techniques presented in the text. Each tutor is identified in the margin with the following “insert icon here” icon and accompanies a particular example. The tutor also provides additional examples for learning and practice.
- Tutor Exercises pose different questions and can be answered with one or more of the tutor applications.
- Solvers provide general purpose routines often encountered in practice. These are great for experiential exercises and homework problems.
- POM for Windows: POM for Windows, long the leading OM Decision Support Software for educational use, is now available at no additional cost on every Student CD. This easy-to-use Windows based software covers 24 common OM techniques.
- SimQuick is an Excel spreadsheet with several macros.
- SimQuick Exercises allow students to create models using the exercises in many of the chapters to simulate the problems addressed in the chapter.
- Active Models include 29 spreadsheets. Students will evaluate different situations based on the same problem scenario.
- Extend LT is a graphic simulation program. Students will use the models to answer questions regarding eight case problems.
- MS MapPoint 2004 Chapter 11 (Location) has new exercises based on Microsoft MapPoint that allows students to visually display location related geodemographic data and make related location decisions. For example, a student can see how Starbucks could use GIS software to make store location decisions that value high income customer densities over high population densities.
- SmartDraw allows students to draw process flow charts, organizational charts, and other diagrams and figures to support their analysis of problems in the text (downloadable from website).
This text is available for personalization in the PHCBR custom database program. Select only the chapters you require or supplement with recommended case studies all under one cover. CLICK HERE to go directly to the PHCBR book-build site or visit our product page for additional information at pearsoncustom.com/business .
New to This Edition
- Chapter 7: Constraint Management. Enhances the discussion of the theory of constraints, explains how to identify and manage bottlenecks, and introduces bottleneck-based product-mix selection techniques that dovetail with the Min-Yo Garment Company Experiential Learning Exercise.
- Chapter 9: Lean Systems. This chapter is moved forward in the book, for better visibility. Adds fresh Managerial Practices and connects lean systems with poka-yoke methods, the “Five S” concept, and value stream mapping. These changes help tie together the first 9 chapters of the book, and reinforce the notion of viewing operations from a process management perspective, which then transitions to managing value chains in part 2 of the book
- Chapter 11: Location. This chapter is now much more contemporary and hands-on oriented with a strong decision making orientation. It introduces such innovations as GIS based location methods using Microsoft MapPoint 2004 and videos on its use, along with new location examples and a new end of chapter case
- Other Chapters. Manoj's inputs and revisions are found throughout the whole book, making it even more teachable. For example, contrast pp. 601-607 in the 7th edition with the new section in Chapter 14, “Sales and Operations Management.” It is now more streamlined and transparent, without loss of content. The new edition introduces Drum Buffer and Rope systems and an associated new Managerial Practice in Chapter 15, “Resource Planning”. Additionally, Chapter 4 “Process Strategy” and Chapter 5 “Process Analysis,” also contain many small changes initiated by Manoj that have a large cumulative effect on the 8th edition’s pedagogical quality and innovativeness
Table of Contents
USING OPERATIONS TO COMPETE
1. Operations as a Competitive Weapon (with MC 1)
A. Decision Making
2. Operations Strategy
3. Project Management (with MC 2)
4. Process Strategy
5. Process Analysis (with MC 3)
6. Process Performance and Quality (with MC 4)
7. Constraint Management
C. Waiting Lines
8. Process Layout
9. Lean Systems
MANAGING VALUE CHAINS
10. Supply Chain Strategy (with MC 5)
12. Inventory Management
D. Special Inventory Models
14. Sales and Operations Planning (with MC 6)
E. Linear Programming
15. Resource Planning
Appendix 1: Normal Distribution
Appendix 2: Table of Random Numbers
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About the Author(s)
LEE J. KRAJEWSKI is the William R. and F. Cassie Daley Professor of Manufacturing Strategy at the University of Notre Dame. Prior to joining Notre Dame, Lee was a faculty member at The Ohio State University, where he received the University Alumni Distinguished Teaching Award and the College of Business Outstanding Faculty Research Award. He initiated the Center for Excellence in Manufacturing Management and served as its director for four years. In addition, he received the National President’s Award and the National Award of Merit of the American Production and Inventory Control Society. He served as President of the Decision Sciences Institute and was elected a Fellow of the Institute in 1988. He received the Distinguished Service Award in 2003.
Lee received his Ph.D. from the University of Wisconsin. Over the years, he has designed and taught courses at both graduate and undergraduate levels on topics such as operations strategy, introduction to operations management, project management, operations design, and manufacturing planning and control systems.
Lee served as the editor of Decision Sciences, was the founding editor of the Journal of Operations Management, and has served on several editorial boards. Widely published himself, Lee has contributed numerous articles to such journals as Decision Sciences, the Journal of Operations Management, Management Science, Harvard Business Review, and Interfaces, to name just a few. He has received five best-paper awards. Lee’s areas of specialization include operations strategy, manufacturing planning and control systems, supply-chain management, and master production scheduling.
LARRY P. RITZMAN is the Thomas J. Galligan, Jr. Professor Emeritus in Operations and Strategic Management at Boston College, where he received the Distinguished Service Award from the School of Management. He is also Professor Emeritus at The Ohio State University where he served for twenty-three years. He received several awards at Ohio State for both teaching and research, including the Pace Setters’ Club Award for Outstanding Research. He received his doctorate at Michigan State University, having had prior industrial experience at the Babcock and Wilcox Company. Over the years, he has been privileged to teach and learn more about operations management with numerous students at all levels–undergraduate, MBA, executive MBA, and doctorate.
Particularly active in the Decision Sciences Institute, Larry has served as Council Coordinator, Publications Committee Chair, Track Chair, Vice President, Board Member, Executive Committee Member, Doctoral Consortium Coordinator, and President. He was elected a Fellow of the Institute in 1987 and earned the Distinguished Service Award in 1996. He has received three best-paper awards. He is a frequent reviewer, discussant, and session chair for several other professional organizations.
Larry’s areas of particular expertise are service processes, operations strategy, production and inventory systems, forecasting, multistage manufacturing, and layout. An active researcher, Larry’s publications have appeared in such journals as Decision Sciences, Journal of Operations Management, Production and Operations Management, Harvard Business Review, and Management Science. He has served in various editorial capacities for several journals.
MANOJ K. MALHOTRA is the Jeff B. Bates Professor and Chairman of the Management Science Department at the Moore School of Business, University of South Carolina (USC), Columbia. He holds an engineering undergraduate degree from The Indian Institute of Technology (IIT) Kanpur, India, and a Ph.D. in operations management from The Ohio State University. He is certified as the Fellow of American Production and Inventory Management Society (CFPIM), and has conducted seminars and consulted with firms such as John Deere, Metso Corporation, Phelps Dodge, Sonoco, UCB Chemicals, Milliken, and Verizon among others.
Apart from teaching operations management, supply chain management, and global business issues at USC, Manoj has also taught at the Terry School of Business, University of Georgia; Wirtschaftsuniversität Wien in Austria; and the Graduate School of Management at Macquarie University, Australia. His research has thematically focused on the deployment of flexible resources in manufacturing and service firms, and on the interface between operations and supply chain management and other functional areas of business. His work on these and related issues has been published in refereed journals such as Decision Sciences, European Journal of Operational Research, IIE Transactions, International Journal of Production Research, Journal of Operations Management, OMEGA, and Production and Operations Management Journal. He is a recipient of the Decision Sciences Institute’s Outstanding Achievement Award for the Best Application Paper in 1990, and the Stan Hardy Award in 2002 for the best paper published in the field of Operations Management.
Manoj has won several teaching awards, including the Alfred G. Smith Jr. Excellence in Teaching Award in 1995 from the Moore School of Business at the University of South Carolina. He was voted by the students as an Outstanding Professor in the International MBA program by the classes of 1997, 1998, 1999, 2000, and 2005; and as the Outstanding Professor in the IMBA-Vienna program by the classes of 1998 and 2004. He was designated as one of the first “Master Teachers” in the Moore School of Business in 1998. He has been listed in "Who's Who among America's Teachers" in 1996 and 2000.
Manoj is an associate editor of Decision Sciences and Journal of Operations Management, past area editor of POMS Journal (2000-2003), and an editorial review board member of Journal of Managerial Decision-Making. He is an active referee for several other journals in the field, and served as the co-editor for special focus issues of Decision Sciences (1999) and Journal of Operations Management (2002). He is the Program Chair for the 36th International Meeting of the Decision Sciences Institute (DSI) in San Francisco in 2005, and has also served as an associate program chair for the POMS national meeting in 1994. He has been involved in the Mid-Carolina chapter of APICS as its past President, executive board member, and an instructor of professional level CPIM certification courses.
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