Operations Management

Provides an introduction to the role of operations management and its interface with all functional areas within organizations. This volume includes customer-driven strategies with a revised chapter on process management, such as materials on basic process types and how they relate to competitive priorities. The discussion on Total Quality Management includes coverage of continuous improvement, employee involvement, teamwork, benchmarking, quality function deployment and tools of TQM. virtual corporations, re-engineering, horizontal organizations, employee and team incentive plans, ethics and environmental concerns. A chapter on inventory management includes a supplement on inventory models with updated coverage of economic lot size model, one-period model and quantity-discount model.

This highly respected book presents strategic and managerial issues in order to emphasize that the decisions made by operations managers should be consistent with a corporate strategy shared by managers in all functional areas. It presents the operations tools and techniques for solving problems in the context of achieving a firm's overall goals and strategies, and provides a balanced treatment of manufacturing and services throughout. The book blends the latest in strategic issues with proven analytic techniques, and offers a wealth of interesting examples to engage readers and bring Operations Management to life. This sixth addition adds an increased emphasis on processes, to provide linkage between operational issues, as well as new problem-solving software and a website with innovative Internet resources. Other coverage includes operations as a competitive weapon, operations strategy, managing technology, total quality management, statistical process control, capacity, location, layout, supply-chain management, forecasting, inventory management, aggregate planning, resource planning, lean systems, and scheduling. For operations managers in a variety of fields.