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Book details
ISBN: 9780073525242 / 0073525243
Division: Higher Education
Pub Date: DEC-12
Pages: 576

Copyright: 2013
Edition: 6
Format: Paperback
   
Operations Management in the Supply Chain: Decisions and Cases

Roger Schroeder, M. Johnny Rungtusanatham, Susan Goldstein


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About the book

Operations Management in the Supply Chain: Decisions and Cases is an ideal book for the instructor seeking a short text with cases. This book employs a cross-functional perspective that emphasizes strategy and critical thinking, appealing to non-majors and practical for use in an MBA level or undergraduate course in operations management. The size and focus of the book also make the text attractive for the cross-functional curriculum where students are required to purchase more than one text. The sixteen cases offer variety in length and rigor; and several are from Ivey, Stanford, and Darden. This mix makes the book appropriate for both undergraduates and MBA students.
Key features

  • The latest thinking in operations management: Drawing from cutting edge research findings, this edition addresses the concept that not all current practices such as Six Sigma and Lean fit all organizations. This contingency approach fits the structure of the organization to its internal and external environments. Behavioral operations management as it affects the bullwhip effect in supply chains and forecasting decisions is also covered.
  • Updated case studies: Five new cases have been added and eleven existing cases have been revised to include current information. The new cases deal with operations strategy at Galanz, the Paediatric Orthopaedic Clinic at Children’s Hospital of Western Ontario, the Mount Rundle Hotel Banff, Mattel’s toy recall, and supply chain management and Pyrex. Additionally, in this edition, a briefing case tied to the Littlefield Technologies simulation is included, which can be easily assigned to students in preparation for playing the simulation.
  • Major chapter changes have been made, including:
    • Chapter 1 introduces a new model of operations and supply chain fit within the organization and the external environment captures and introduces the contingency approach used throughout the book to improve student understanding of when certain tools and concepts are or are not the best approach.
    • Chapter 2 includes a new section on distinctive competence.
    • Chapter 4 discusses mass customization at New Balance Shoes to provide custom shoes in five days, illustrating how cross functional integration is a key enabler of mass customization.
    • Chapter 5 has revised the service guarantee content and added research to show that service guarantees lead to increased customer satisfaction.
    • Chapter 7 is now organized around the five tenets that are the driving principles of lean thinking, including instances in which these principles are applied in novel ways and in unexpected industries.
    • Chapter 8 is reordered to progress from understanding of quality – products, services, supply chain – to the benefits of quality management before discussing quality pioneers and specific forms of quality management.
    • Chapter 10 includes a new section on supply chain resilience and risk.
    • Chapter 15 includes a new section on vendor managed inventory (VMI) and research on how much inventory is carried by various supply chain partners.
    • Chapter 16 includes new research on the difficulties of implementing an ERP system successfully.

  • Operations Leader boxes have been added or revised to include global and service examples, including 3M Canada, Apple iPhone, Autozone, BMW, Boeing, Brazilian Football Confederation, Harrah’s Cherokee Casino & Hotel, New Balance, Starbucks, Target Corporation, and the U.S. Environmental Protection Agency.
  • A unified decision framework organizes the material by grouping decisions into four categories: process, quality, capacity, and inventory. This framework makes it easy for students to understand the decision role of operations in relation to functions such as marketing and finance.
  • The book provides 16 case studies—including three Ivey cases, two Stanford cases, and a Darden case—intended to strengthen problem formulation skills and illustrate the concepts presented in the text.
  • This compact text covers all the essentials about operations, leaving out only superfluous topics. Material is condensed to the basics, making this text very affordable for students.
  • The text provides a balanced coverage of services, with specific service-related examples and cases.
  • Operation Leader Boxes illustrate the latest practices used by leading firms.
  • Student Internet Exercises allow for learning about concepts that have been discussed in the text.
  • Cross functional emphasis is noted by a specific logo.
  • Excel spreadsheets are keyed to specific problems at the end of chapters.

  • About the author

    Roger Schroeder
    Roger G. Schroeder holds the Donaldson Chair in Operations Management at the Curtis L. Carlson School of Management, University of Minnesota. He is also the Co-Director of the Juran Center for Leadership in Quality and has earned an appointment as a Distinguished Teaching Professor. He received the B.S. degree in Industrial Engineering with high distinction from the University of Minnesota, MSIE University of Minnesota and Ph.D. from Northwestern University. Prior to joining the University of Minnesota, he taught at the U.S. Naval Postgraduate School, Monterey, California, and was an analyst for the office of the Assistant Secretary of Defense. Professor Schroeder has received research grants from the Ford Foundation, American Production and Inventory Control Society, Exxon Education Foundation and the National Science Foundation. He is a recipient of the Morse Award for outstanding teaching at the University of Minnesota.



    Table of contents


    Part One: Introduction
    1. The Operations Function
    2. Operations and Supply Chain Strategy
    3. Product Design
    Part Two: Process Design
    4. Process Selection
    5. Service Process Design
    6. Process-Flow Analysis
    7. Lean Thinking and Lean Systems
    Part Three: Quality
    8. Managing Quality
    9. Quality Control and Improvement
    Part Four: Capacity and Scheduling
    10. Supply Chain Management
    11. Forecasting
    Supplement: Advanced Methods
    12. Capacity Planning
    Supplement: Mathematical Models
    13. Scheduling Operations
    14. Project Planning and Scheduling
    Part Five: Inventory
    15. Independent Demand Inventory
    Supplement: Advanced Models
    16. Materials Requirements Planning and ERP
    Part Six: CASE STUDIES
    Introduction
    Novel Foods’ Change in Operations Strategy: Competitiveness at Stake
    Operations Strategy at Galanz Managing a Short Product Life Cycle at Littlefield Technologies
    Early Supplier Integration in the Design of the Skid-Steer Loader
    Process Design
    Eastern Gear, Inc.
    U.S. Stroller
    Paediatric Orthopaedic Clinic at the Children’s Hospital of Western Ontario
    Quality
    Bayfield Mud Company
    Six Sigma at 3M, Inc.
    The Mount Rundle Hotel Banff
    Unsafe for Children: Mattel’s Toy Recalls and Supply Chain Management
    Capacity and Scheduling
    Crocs: Revolutionizing an Industry’s Supply Chain Model for Competitive Advantage
    Merriwell Bag Company
    Lawn King, Inc.
    Pyrex
    Inventory
    Consolidated Electric
    Southern Toro Distributor, Inc.
    ToyPlus, Inc.
    Appendixes
    A. Areas Under the Standard Normal Probability Distribution
    B. Random Number Table

     

     

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