Foundations of Operations Management (Book & CD-ROM)

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9780130782977: Foundations of Operations Management (Book & CD-ROM)

This book addresses a growing demand for a brief treatment of operations management. At less than 500 pages, it comprehensively covers the essential topics for active learners. Chapter topics include competing with operations, process management, managing project processes, managing technology, quality, capacity, location and layout, supply chain management, forecasting, inventory management, aggregate planning and scheduling, resource planning, and lean systems. For project managers and other business personnel who need to manage and improve processes.

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About the Author:

Larry P. Ritzman is the Thomas J. Galligan, Jr. Professor in Operations and Strategic Management at Boston College. He previously served at The Ohio State University for twenty-three years, where he acted as department chairperson and received several awards for both teaching and 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 operations strategy, production and inventory systems, forecasting, multistage manufacturing, disaggregation, scheduling, 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.

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 Elect of the Decision Sciences Institute and was elected a Fellow of the Institute in 1988.

Lee's career spans more than thirty-two years of research and education in the field of operations management. He has designed and taught courses at both graduate and undergraduate levels on topics such as manufacturing strategy, introduction to operations 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 (1980-1983), 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 bestpaper awards. Lee's areas of specialization include manufacturing strategy, manufacturing planning and control systems, supply-chain management, and master production scheduling.

Excerpt. © Reprinted by permission. All rights reserved.:

We wrote this book to address the growing demand in operations management for a brief book that still retains the rich set of pedagogical features. Most students who take this course, either at the undergraduate or graduate level, major in functional areas other than operations. Instructors are looking for a briefer book that conveys the essential ideas and techniques without the encyclopedic amount of information found in standard textbooks. The book is suitable for the MBA market because of its managerial perspective and strong coverage of process management. MBA students need to understand the interrelated processes of a firm, which connects operations with all other functional areas of an organization. They need to understand how each part of an organization, not just the operations function, must design and manage processes and deal with quality, technology, and staffing issues. The book is also suitable for undergraduates because it provides the pedagogical structure (clear explanations, step-by-step examples of quantitative techniques, numerous solved problems and homework problems, and the like) that undergraduates need.

Foundations of Operations Management provides a brief version of the up-to-date material in the 6th edition of our full-length textbook, Operations Management, and yet keeps much of the essential content. This streamlined version was created in part by transferring some content to the Student CD-ROM and to our Interactive Web site. We also did considerable pruning on a paragraph-by-paragraph basis to weed out material not needed for a streamlined "foundations" book. Chapters are consolidated as appropriate to create a smaller number of learning units. In so doing, we create opportunities in and out of the classroom for various forms of active learning: experiential exercises, cases, virtual tours, discussion questions, OM Explorer activities, video discussions, and Internet activities.

There are three main learning goals for this edition. Our first goal is to help students become effective managers in today's competitive, global environment. They discover the challenge of both managing activities throughout the organization, and how the operations function fits into the organization. Second, we seek to help students discover the excitement of the dynamic field of operations management (OM). We engage them by offering interesting examples at numerous firms that bring operations alive, presenting new technologies for enhancing decision-making and data gathering, and including realistic cases that encourage open debate of important issues. Third, to put the subject in appropriate context, we want students to understand what managers do about processes, to realize that operations management involves many cross-functional links, and to learn more about the tools that managers can use to make better operating decisions.

ORGANIZATION

We have organized the text so that it moves from strategic choices to tactical decisions. Chapter 1, "Competing with Operations," merges Chapters 1 and 2 from Operations Management, 6th ed., and sets the tone of the text. We view organizations as composed of many processes, and show that operations principles and techniques are most suited for their management and analysis. This approach, which carries forward throughout the text, appeals to students regardless of their academic major. This chapter also establishes the basic principles of operations strategy.

Chapter 2, "Process Management," provides more insight on the management of processes and on how key process choices should be made. It provides a systematic approach to improving processes, including taking advantage of several software packages. The material on service process management is reinforced. To streamline the chapter, we deleted the sections on job design considerations and the Extend simulation case, and shifted the Big Picture of King Soopers Bakery to the Student CD-ROM.

Chapter 3, "Managing Project Processes," has substantial managerial material regarding project management. The material follows the introduction to project processes in Chapter 2 and it provides some quantitative material earlier in the course. Understanding project management is needed by students regardless of their functional major. Slimming down this chapter included moving the Big Picture on the Coors Field Baseball Stadium Project to the Student CD-ROM.

Chapter 4, "Managing Technology," though considerably streamlined, still describes important developments on e-commerce (both B2B and B2C), the Internet, and enterprise resource planning (ERP). More advanced topics, such as the R&D stages, are eliminated from this brief book. Together, a chapter, case, and video on technology management explores the challenges of choosing and implementing new technology.

Chapter 5, "Quality," merges two chapters from Operations Management, 6th ed. It brings together TQM concepts with statistical process control techniques. As with other chapters, the discussion questions, experiential exercises, and cases are moved to the Student CD-ROM.

Chapter 6, "Capacity," examines another dimension of designing processes. It covers the Theory of Constraints, economies and diseconomies of scale, capacity strategies, and a systematic approach to capacity planning. We describe useful quantitative techniques, such as decision trees and simulation, and explain techniques in OM Explorer. Supplement 6S, provided at the end of the chapter, bolsters the discussion on waiting lines.

Chapter 7, "Location and Layout," merges two chapters from the 6th edition. It continues the focus on decisions that require long-term commitments about the process. Managers must help determine where to locate new facilities (including global operations), and how to organize the layout of the processes within a facility. Discussion of these decisions completes our coverage of how to design processes for service providers and manufacturers. Examples of streamlining include dropping the discussion of global hot spots, the advanced location and layout techniques, and the line-balancing heuristic rules.

Chapter 8, "Supply-Chain Management," begins the second half of the book. The focus moves to executing the plans and operating the process once designed. It brings out many of the newer developments occurring with supply chains, such as e-purchasing (including catalog hubs, exchanges, and auctions), postponement, channel assembly, and green purchasing. It addresses order entry and order fulfillment processes, the impact of the Internet, and new measures of supply-chain performance.

Chapter 9, "Forecasting," spans the full range of forecasting approaches. It begins with qualitative techniques and concludes with time series models. Three solvers and four tutors in OM Explorer provide computer power to understand and implement these models. The chapter has the latest information on combination forecasts and focus forecasting. The opening vignette demonstrates how important forecasts are throughout the organization and supply chain.

Chapter 10, "Inventory Management," remains much the same as in the 6th edition. Streamlining began by moving the discussion questions, experiential exercise, and case to the Student CD-ROM. Some examples were also cut, in favor of support by the OM Explorer tutors.

Chapter 11, "Aggregate Planning and Scheduling," brings together Chapters 14 and the second half of Chapter 17 from the 6th edition. The first part of Chapter 17 on operations scheduling becomes a new supplement on the Student CD-ROM. This approach allows the student to understand the whole continuum of planning levels of output and workforce levels over time, as illustrated by the Service Scheduling at Air New Zealand video.

Chapter 12, "Resource Planning," covers manufacturing and also has a section on services. This latter section addresses resources such as financial assets, human resources, equipment, and inventories.

Chapter 13, "Lean Systems," concludes the book. It is much like the 6th edition, except that some examples are deleted and some end-of-chapter materials are moved to the Student CD-ROM. As with the other chapters, the CD-ROM and Interactive Web site resources are summarized at the end of the chapter.

SPECIAL FEATURES OF BOOK

Following are highlights of our coverage of the ever-changing field of operations management. These changes are based on extensive feedback from professors and students. All of these changes support the overall text philosophy.

  • Streamlined. We trimmed the textbook to just 13 chapters and one supplement (Waiting lines). CD-ROM Resources support the basic text with 11 other supplements, experiential exercises, cases, and the like. A complete set of support materials is provided.
  • Pedagogical Structure. Retains all of the colorful and instructive formatting of Operations Management, 6th ed.ónot only in the textbook itself, but also in the Student CD-ROM and Interactive Web site. The book includes full-color art, clear explanations, step-by-step examples of quantitative techniques, solved problems, and numerous homework exercises. Students learn a framework for solving problems and experience the use of powerful decision-making tools.
  • Active Learning. Motivating students to learn and apply OM concepts to processes is an important ingredient to a successful course. We have retained several popular and time-tested features that give students a deeper understanding of realistic business issues and enable them to become active participants in and out of the classroom. For example, OM Explorer tutors, end-of-chapter cases, and experiential exercises involve the students in actually applying the concepts and theories explained in the text. The multiple activities available at the textbook's Interactive Web site expand learning beyond the textbook and the classroom.
  • Across the Organization. Each chapter beg...

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