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Operations management : strategy and analysis

Krajewski, Lee J

책이미지
서평쓰기: 서평쓰기

자료유형	단행본
서명/저자사항	Operations management : strategy and analysis / Lee J. Krajewski, Larry P. Ritzman.
개인저자	Krajewski, Lee J. Ritzman, Larry P.
판사항	4th ed.
발행사항	Reading, Mass. : Addison-Wesley, c1996.
형태사항	xxxi, 878 p. : col. ill. ; 26 cm.
ISBN	0201607158 0201822938
서지주기	Includes bibliographical references and indexes.
일반주제명	Production management
언어	영어

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No.	등록번호	청구기호	소장처	도서상태	반납예정일	예약	매체정보
1	00021056480	658.5 96a	[신촌]도서관/사회·역사자료실(중도3층)/	대출가능
2	00021061553	658.5 96a c.2	[신촌]도서관/보존서고1/	대출가능

[영문] CONTENTS
Chapter 1 Operations As a Competitive Weapon = 1
What Is Operations Management? = 3
Differences and Similarities Between Manufacturing and Services = 4
  Differences = 4
  Similarities = 6
Trends in Operations Management = 7
  Service Sector Growth = 7
  Productivity Changes = 8
  Global Competition = 11
Managerial Practice 1.1
  Successful Japanese-Owned Facilities in the United States = 12
   Competition Based on Quality, Time, and Technology = 12
   Continuous Improvement = 13
   Environmental, Ethical, and Work-Force Diversity Issues = 14
  Operations Management and the Organization = 15
   Operations Management As a Functional Area = 15
   Operations Management As an Interfunctional Concern = 16
   Operations Management As a Competitive Weapon = 19
Managerial Practice 1.2
  Meeting the Competitive Challenge = 20
CASE : Chad's Creative Concepts = 25
Part One STRATEGIC CHOICES
Chapter 2 Operations Strategy = 27
  Corporate Strategy = 30
   Strategic Choices = 30
   Global Strategies = 32
  Managerial Practice 2.1
   Strategic Alliances Are Risky = 33
  Market Analysis = 34
   Market Segmentation = 34
   Needs Assessment = 35
  Competitive Priorities = 36
  Managerial Practice 2.2
   Linking Corporate Strategy to Operations Through Competitive Priorities = 37
    Cost = 36
    Quality = 36
    Time = 38
  Managerial Practice 2.3
   Time-Based Competition = 39
    Flexibility = 40
  Managerial Practice 2.4
   Competitive Priorities of Various Firms = 41
    Trade-Offs = 41
   Shifts in Competitive Priorities = 42
    Product or Service Life Cycles = 42
    Entrance-Exit Strategies = 45
   Positioning Strategy = 46
    A Continuum of Strategies = 48
    Manufacturing Strategies Based on Positioning Strategy = 50
    Positioning Strategy and Competitive Priorities = 51
   Touring a Process-Focused Facility : Lower Florida Keys Health System = 52
    Service Plans, Competitive Priorities, and Quality = 52
    Process Management, Technology, and Job Design = 52
    Capacity and Location = 53
   The Big Picture : Layout and Flow at LFKHS = 53
    Materials Management, Staffing Plans, Inventory, and Scheduling = 56
   Touring a Product-Focused Facility : Chaparral Steel = 57
    Product Plans, Competitive Priorities, and Quality = 57
    Process Management = 58
    Technology and Job Design = 59
    Capacity and Location = 60
   The Big Picture : Layout and Flow at Chaparral Steel = 60
    Materials Management, Production Plans, Scheduling, and Inventory = 61
   Differences Between LFKHS and Chaparral Steel = 64
  CASE : BSB, Inc. : The Pizza Wars Come to Campus = 69
Supplement A : Decision Making = 72
  Break-Even Analysis = 72
   Evaluating Products or Services = 72
   Evaluating Processes = 75
  Preference Matrix = 76
   Decision Theory = 77
   Decision Making Under Certainty = 77
   Decision Making Under Uncertainty = 78
   Decision Making Under Risk = 80
   Value of Perfect Information = 80
  Decision Trees = 81
Chapter 3 Process Management = 93
  What Is Process Management? = 95
  Managerial Practice 3.1
   Process Management : Ethics and the Environment = 96
  Major Process Decisions = 95
   Process Choice = 96
  The Big Picture : Process Choice at King Soopers Bakery = 98
   Vertical Integration = 99
  Managerial Practice 3.2
   Choosing the Right Amount of Vertical Integration = 99
    Resource Flexibility = 104
    Customer Involvement = 105
    Capital Intensity = 107
    Relationships Between Decisions = 108
    Economies of Scope = 109
   Managing Technological Change = 110
  Managerial Practice 3.3
   Technology at the New York Stock Exchange = 111
    Linking Technology with Strategy = 112
    Finding a Competitive Advantage = 112
    Some Guidelines = 112
   Designing Processes = 114
    Process Reengineering = 114
    Process Improvement = 116
  CASE : Custom Molds, Inc. = 128
Supplement B : Computer-Integrated Manufacturing = 131
  Computer-Aided Manufacturing = 131
  Computer-Aided Design = 131
  Numerically Controlled Machines = 132
  Industrial Robots = 132
  Automated Materials Handling = 133
   AGVs = 134
   AS／RS = 134
  Flexible Manufacturing Systems = 134
Chapter 4 Total Quality Management = 139
  Quality : A Management Philosophy = 140
   Customer-Driven Definitions of Quality = 141
   Quality As a Competitive Weapon = 143
  Managerial Practice 4.1
   High Quality Pays Off for Alaska Airlines = 144
   Employee Involvement = 143
    Cultural Change = 144
    Individual Development = 145
    Awards and Incentives = 146
    Teamwork = 146
  Managerial Practice 4.2
   Huffy Bicycles Increases Production Flexibility with the Help of a Self-Managed Work Team = 150
   Continuous Improvement = 151
    Getting Started with Continuous Improvement = 151
    Problem-Solving Process = 152
  Managerial Practice 4.3
   Continuous Improvement at the Timken Company = 154
   The Costs of Poor Quality = 153
    Prevention = 153
    Appraisal = 154
    Internal Failure = 154
    External Failure = 155
   Improving Quality Through TQM = 156
    Benchmarking = 156
    Product and Service Design = 157
    Process Design = 158
    Quality Function Deployment = 159
    Purchasing Considerations = 161
    Tools for Improving Quality = 162
   Prescriptions for Excellence in Quality = 166
    W. Edwards Deming : Quality Is Management's Responsibility = 166
    Joseph M. Juran : A Quality Trilogy = 167
    Phillip B. Crosby : Quality Is Free = 168
   Malcom Baldrige National Quality Award = 168
   International Quality Standards = 169
    What Is ISO 9000? = 169
    Benefits of ISO 9000 Certification = 170
  CASE : Cranston Nissan = 176
Chapter 5 Statistical Process Control = 179
  Sources of Variation = 181
   Common Causes = 181
   Assignable Causes = 183
  The Inspection Process = 184
   Quality Measurements = 184
   Sampling = 184
   Inspection Station Location = 189
  Statistical Process Control Methods = 190
   Control Charts for Variables = 190
   Control Charts for Attributes = 194
  Sample Size Considerations = 197
   Economic Implications = 197
   Degree of Control = 198
   Homogeneity = 198
  Process Capability = 198
   Defining Process Capability = 198
  Managerial Practice 5.1
   Motorola's Six-Sigma Quality Program = 200
    Determining the Capability of a Process Using Continuous Improvement = 202
  Managerial Practice 5.2
   Process Capability Study at Ross Products = 203
    Quality Engineering = 204
Supplement C : Acceptance Sampling = 217
  Acceptance Plan Decisions = 217
   Quality and Risk Decisions = 217
   Sampling Plans = 218
  Operating Characteristic Curves = 219
   Drawing the OC Curve = 220
   Explaining Changes in the OC Curve = 221
  Average Outgoing Quality = 224
  Managerial Practice C.1
   Computerized SQC at Hay & Forage Industries = 226
   Computers and Statistical Quality Control Procedures = 227
Part Two DESIGN DECISIONS
Chapter 6 Work-Force Management = 231
  Organizational Restructuring = 233
   Horizontal Organizational = 233
   Incentive Plans = 234
   Training Programs = 236
  Job Design = 237
   Job Specialization = 238
   Alternatives to Specialization = 238
  Work Standards = 239
   Work Standards As a Management Tool = 240
   Areas of Controversy = 240
  Managerial Practice 6.1
   Allowing Workers to Define Their Own Work Standards = 241
  Methods of Work Measurement = 241
   Time Study Method = 242
   Elemental Standard Data Approach = 246
   Predetermined Data Approach = 246
   Work Sampling Method = 248
   Managerial Considerations in Work Measurement = 253
  CASE : The Facilities Maintenance Problem at Midwest University = 262
Supplement D : Learning Curves = 263
  The Learning Effect = 263
  Managerial Practice D.1
  The Learning Curve Effect at Samsung = 264
   Background = 264
   Learning Curves and Competitive Strategy = 265
  Developing Learning Curves = 265
  Using Learning Curves = 267
   Bid Preparation = 267
   Financial Planning = 267
   Labor Requirement Estimation = 267
  Managerial Consideration in the Use of Learning Curves = 269
Chapter 7 Capacity = 274
  Capacity Planning = 276
  Managerial Practice 7.1 : The Agony of Too Much - and Too Little - Capacity = 277
   Measures of Capacity = 276
   Economies of Scale = 279
  Managerial Practice 7.2
   Economies of Scale at Work = 281
    Diseconomies of Scale = 281
    Focused Factories = 282
    Capacity Strategies = 284
   A Systematic Approach to Capacity Decisions = 288
    Step 1 : Estimate Capacity Requirements = 288
    Step 2 : Identify Gaps = 289
    Step 3 : Develop Alternatives = 290
    Step 4 : Evaluate the Alternatives = 290
   Tools for Capacity Planning = 292
    Waiting Line Models = 292
    Decision Trees = 292
  CASE : Fitness Plus = 301
Supplement E : Waiting Line Models = 303
  Why Waiting Lines Form = 303
  Uses of Waiting Line Theory = 304
  Structure of Waiting Line Problems = 304
   Customer Population = 304
   The Service System = 305
   Priority Rule = 307
  Probability Distributions = 307
   Arrival Distribution = 307
   Service Time Distribution = 308
  Using Waiting Line Models to Analyze Operations = 309
   Single-Server Model = 310
   Multiple-Server Model = 313
   Finite-Source Model = 314
  Decision Areas for Management = 316
Supplement F : Simulation Analysis = 323
  Reasons for Using Simulation = 323
  The Simulation Process = 324
   Data Collection = 324
   Random-Number Assignment = 326
   Model Formulation = 326
   Analysis = 328
Chapter 8 Location = 336
  The Globalization and Geographic Dispersion of Operations = 338
   Reasons for Globalization = 338
   Disadvantages to Globalization = 339
   Hot Spots of Global Economic Activity = 340
   Managing Global Operations = 343
  Managerial Practice 8.1
   Managerial Challenges with Global Operations = 344
   Factors Affecting Location Decisions = 346
  Managerial Practice 8.2
   GM's Saturn Plant in Tennessee = 347
    Dominant Factors in Manufacturing = 346
    Dominant Factors in Services = 348
   Locating a Single Facility = 349
    Selecting On-Site Expansion, New Location, or Relocation = 349
    Comparing Several Sites = 350
  Managerial Practice 8.3
   Data Collection with the Tiger File = 351
    Applying the Load-Distance Method = 351
    Using Break-Even Analysis = 357
   Locating Within a Network of Facilities = 358
    The Transportation Method = 359
    Other Method of Location Analysis = 362
  CASE : Imaginative Toys = 375
Supplement G : Transportation Method = 377
  Solving Transportation Problems = 377
   The Initial Tableau = 377
   Generating an Initial Solution = 379
   Improving the Solution, Iteration by Iteration = 383
   Identifying and Evaluating the Final Solution = 386
  Degeneracy = 387
Chapter 9 Layout = 397
  What Is Layout Planning = 398
  Strategic Issues = 399
  Managerial Practice 9.1
   Retailers Match Layouts to Strategies = 401
    Layout Types = 400
    Performance Criteria = 404
  Managerial Practice 9.2
   Layout Flexibility at Work = 405
   Creating Hybrid Layout = 406
    One Worker, Multiple Machines = 406
    Group Technology = 407
  Managerial Practice 9.3
   Cummins Engine Uses Group Technology = 409
   Designing Process Layouts = 409
    Step 1 : Gather Information = 409
    Step 2 : Develop a Block Plan = 412
    Step 3 : Design a Detailed Layout = 414
    Aids for Process Layout Decisions = 414
    Warehouse Layouts = 415
   The Big Picture : Layout of Addison-Wesley Distribution Center = 417
    Office Layouts = 422
  Managerial Practice 9.4
   Telecommuting at Pacific Bell = 423
   Designing Product Layouts = 424
    Line Balancing = 424
    Other Considerations = 430
   CASE : Hightec, Inc. = 447
   CASE : The Pizza Connection = 449
Part Three OPERATING DECISIONS
Chapter 10 Forecasting = 452
  Demand Characteristics = 454
   Components of Demand = 454
   Factors Affecting Demand = 455
  Designing the Forecasting System = 457
   Deciding What to Forecast = 457
   Choosing the Type of Forecasting Technique = 457
   Forecasting with Computers = 459
  Managerial Practice 10.1
   Computerized Forecasting at John H. Harland Company = 460
   Judgment Methods = 461
    Sales Force Estimates = 461
    Executive Opinion = 461
    Market Research = 462
    Delphi Method = 463
   Causal Methods : Linear Regression = 464
   Time Series Methods = 468
    Naive Forecast = 468
    Estimating the Average = 469
    Including a Trend = 474
    Seasonal Influences = 477
   Choosing a Time Series Method = 480
    Forecast Error = 480
    Criteria for Selecting Time Series Methods = 484
  CASE : Yankee Fork and Hoe Company = 502
Chapter 11 Materials Management = 505
  Importance of Materials Management = 506
   Central Role of Materials in the Economy = 507
   Impact of Inventory on Profitability = 508
  Function of Materials Management = 509
   Purchasing = 510
  Managerial Practice 11.1
   Competitive Versus Cooperative Orientations = 514
    Distribution = 516
  Mangerial Practice 11.2
   International Distribution Systems = 517
   Inventory Concepts = 519
    Accounting Categories = 519
    Pressures for Low Inventories = 520
    Pressures for High Inventories = 521
    Types of Inventory = 522
   Inventory Management = 524
    Inventory Measures = 525
    Inventory Placement = 526
    Inventory Reduction = 526
    ABC Analysis = 528
    Links to Operations Strategy = 529
  CASE : Wolf Motors = 537
Chapter 12 Independent Demand Inventory Systems = 539
  Inventory Records = 541
   Tracking Methods = 542
   Computer Support = 542
  Managerial Practice 12.1
   Computerized Inventory Control for a Competitive Advantage = 544
   Economic Order Quantity = 544
    Calculating the EOQ = 545
    Understanding the Effect of Changes = 548
   Inventory Control Systems = 549
    Continuous Review(Q) System = 549
   Managerial Practice 12.2
   Inventory Control at Jordan Marsh and Kmart = 551
    Periodic Review(P) System = 556
    Comparative Advantages of the Q and P Systems = 559
    Hybrid Systems = 560
  CASE : Parts Emporium = 570
Supplement H : Special Inventory Models = 573
  Noninstantaneous Replenishment = 573
  Quantity Discounts = 575
  One-Period Decisions = 579
Chapter 13 Aggregate Planning = 588
  The Purpose of Aggregate Plans = 590
   Aggregation = 590
  Managerial Practice 13.1
   Typical Aggregate Planning Problems = 591
    Relationship to Other Plans = 592
   Managerial Importance of Aggregate Plans = 593
    Managerial Inputs = 594
    Typical Objectives = 594
    Reactive Alternatives = 595
    Aggressive Alternatives = 597
    Planning Strategies = 597
  Managerial Practice 13.2
   Hallmark's Level Strategy = 599
   The Planning Process = 598
    Determining Demand Requirements = 599
    Identifying Alternatives, Constraints, and Costs = 600
    Preparing an Acceptable Plan = 601
    Implementing and Updating the Plan = 601
   Aggregate Planning for Services = 601
    Level Strategy for Services = 601
    Chase Strategy for Services = 601
    Cost Calculations and Mixed Strategies = 604
   Mathematical Methods for Aggregate Planning = 606
    Tableau Method for Production Planning = 606
    Linear Programming for Production Planning = 613
    Managerial Considerations = 614
  CASE : Memorial Hospital = 624
Supplement Ⅰ : Linear Programming = 627
  Basic Concepts = 627
   Formulating a Problem = 629
  Graphic Analysis = 631
   Plot the Constraints = 631
   Identify the Feasible Region = 633
   Plot an Objective Function Line = 635
   Find the Visual Solution = 635
   Find the Algebraic Solution = 636
   Slack and Surplus Variables = 637
  Sensitivity Analysis = 638
   Objective Function Coefficients = 639
   Right-Hand-Side Parameters = 642
  Computer Solution = 645
   Simplex Method = 645
   Computer Output = 646
   Other Applications = 648
Chapter 14 Material Requirements Planning = 662
  Dependent Demand = 663
  Benefit of Material Requirements Planning = 665
  Inputs to Material Requirements Planning = 665
   Bill of Materials = 666
   Master Production Schedule = 668
  Managerial Practice 14.1
   Master Production Scheduling at Hyundai Motor Company = 672
    Inventory Record = 679
   Planning Factors = 683
    Lead Time = 683
    Lot-Sizing Rules = 684
    Safety Stock = 687
   Outputs from Material Requirements Planning = 687
    Material Requirements Planning Explosion = 688
    Action Notices = 691
    Capacity Reports = 692
   MRP Ⅱ : A Comprehensive Information System = 694
  Managerial Practice 14.2
   MRP Ⅱ Implementation at Kloehn = 695
   Implementation Issues = 694
    Prerequisites = 696
    Favorable Environments for Material Requirements Planning = 696
   Distribution Requirements Planning = 697
  CASE : King Manufacturing = 719
Chapter 15 Just-in-Time Systems = 721
  Characteristics of Just-in-Time Systems = 722
   Pull Methods of Material Flow = 723
   Consistently High Quality = 724
   Small Lot Sizes = 725
   Short Setup Times = 725
   Uniform Workstation Loads = 726
   Standardized Components and Work Methods = 727
   Close Supplier Ties = 727
   Flexible Work Force = 728
   Product Focus = 728
   Automated Production = 728
   Preventive Maintenance = 729
  Continuous Improvement with Just-in-Time Systems = 729
  Managerial Practice 15.1
   Continuous Improvement at Northern Telecom = 731
   The Kanban System = 732
    General Operating Rules = 733
    Determining the Number of Containers(Kanban Card Sets) = 734
    Other Kanban Signals = 735
   JIT Ⅱ = 736
   Just-in-Time Systems in Services = 737
  Managerial Practice 15.2
   Implementing a JIT System at Security Pacific = 738
   Strategic Implications of Just-in-Time Systems = 740
    Competitive Priorities = 740
    Positioning Strategy = 740
    Operational Benefits = 740
   Implementation Issues = 741
    Organizational Considerations = 741
    Process Considerations = 742
    Inventory and Scheduling = 742
   Choice of a Production and Inventory Management System = 743
    Reorder Point Versus Material Requirements Planning Systems = 744
    Material Requirements Planning Versus Just-in-Time Systems = 744
   The Manufacturing Environment = 744
  CASE : Copper Kettle Catering = 749
Chapter 16 Scheduling = 751
  Scheduling in Manufacturing = 753
   Gantt Charts = 753
   Performance Measures = 754
   Job Shop Dispatching = 756
  Managerial Practice 16.1
   Lockheed Aeronautical Systems' Computerized Scheduling System = 760
    Sequencing Operations for One Machine = 757
    Multiple-Workstation Scheduling = 763
    Sequencing Operations for a Two-Machine Flow Shop = 763
    Labor-Limited Environments = 765
   Scheduling in Services = 765
    Scheduling Customer Demand = 766
    Scheduling the Work Force = 767
  Managerial Practice 16.2
   Scheduling Police Officers in the San Francisco Police Department = 771
  CASE : Food King = 783
Chapter 17 Managing Complex Projects = 786
  Managing Projects = 787
  Network Methods = 789
   Describing the Project = 789
   Diagramming the Network = 789
   Estimating Time of Completion = 793
   Monitoring Project Progress = 799
  Probablistic Time Estimates = 799
  The Big Picture : Coors Field Baseball Stadium Project = 800
   Calculating Time Statistics = 804
   Analyzing Probabilities = 806
  Cost Considerations = 808
  Resource Limitations = 812
  Benefits and Limitations of PERT／CPM Systems = 814
   Benefits = 814
   Limitations = 815
  Computerized Project Scheduling and Control = 815
  Managerial Practice 17.1
   Integrated Project Control at M. W. Kellogg Company = 816
  CASE : The Pert Studebaker = 833
Appendix 1 Financial Analysis = 836
Appendix 2 Normal Distribution = 847
Appendix 3 Cumulative Poisson Probabilities = 848
Appendix 4 Table of Random Numbers = 851
Answers to Selected Problems = 852
Photo Credits = 856
Name Index = 857
Company Index = 862
Subject Index = 866

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