Chapter 1 Introduction
Chapter 2 The Process View of the Organization
Chapter 3 Understanding the Supply Process: Evaluating Process Capacity
Chapter 4 Estimating and Reducing Labor Costs
Chapter 5 (NEW!) The Link between Operations and Finance
Chapter 6 Batching and Other Flow Interruptions: Set-up Times and the Economic Order Quantity Model
Chapter 7 Variability and Its Impact on Process Performance: Waiting Time Problems
Chapter 8 The Impact of Variability on Process Performance: Throughput Losses
Chapter 9 (EXPANDED COVERAGE!) Quality Management, Statistical Process Control, and Six Sigma Capacity
Chapter 10 (NEW!) Lean Operations and the Toyota Production System
Chapter 11 Betting On Uncertain Demand: The Newsvendor Model
Chapter 12 (STREAMLINED COVERAGE!) Make-To-Order and Quick Response with Reactive Capacity
Chapter 13 Service Levels and Lead Times in Supply Chains: The Order Up-to Inventory Model
Chapter 14 Risk Pooling Strategies to Reduce and Hedge Uncertainty
Chapter 15 Revenue Management with Capacity Controls
Chapter 16 Supply Chain Coordination
Appendices
A: Statistics Tutorial
B: Tables
C: Evaluation of the Loss Function
D: Equations and Approximations
E: Solutions to Selected Practice Problems
Glossary
References
Index of “How to” exhibits
Summary of key equations
Index
Chapter 1 Introduction
1.1: Learning Objectives and Framework
1.2: Road Map of the Book
Chapter 2 The Process View of the Organization
2.1: Presbyterian Hospital Philadelphia
2.2: Three Measures of Process Performance
2.3: Little's Law
2.4: Inventory Turns and Inventory Costs
2.5: Five Reasons to Hold Inventory
2.6: The Product-Process Matrix
Chapter 3 Understanding the Supply Process: Evaluating Process Capacity
3.1: How to Draw a Process Flow Diagram
3.2: Bottleneck, Process Capacity, and Flow Rate (Throughput)
3.3: How Long Does it Take to Produce a Certain Amount of Supply?
3.4: Process Utilization and Capacity Utilization
3.5: Workload and Implied Utilization
3.6: Multiple Types of Flow Units
Chapter 4 Estimating and Reducing Labor Costs
4.1: Analyzing an Assembly Operation
4.2: Time to Process a Quantity X Starting with an Empty Process
4.3: Labor Content and Idle Time
4.4: Increasing Capacity by Line Balancing
4.5: Scale-up to Higher Volume
Chapter 5 (NEW!) The Link between Operations and Finance
5.1: Paul Downs Cabinet Maker
5.2 Building an ROIC Tree
5.3 Valuing Operational Improvements
5.4 Analyzing Operations Based on Financial Data
Chapter 6 Batching and Other Flow Interruptions: Set-up Times and the Economic Order Quantity Model
6.1: The Impact of Set-ups on Capacity
6.2: Interaction between Batching and Inventory
6.3: Choosing a Batch Size in Presence of Setup Times
6.4: Balancing Setup Costs with Inventory Costs: The EOQ Model
6.5: Observations Related to the Economic Order Quantity
6.6: Transfer Batches
6.7: Setup Time Reduction
6.8: Other Flow Interruptions: Buffer or Suffer
Chapter 7 Variability and Its Impact on Process Performance: Waiting Time Problems
7.1: Motivating Example: A Somewhat Unrealistic Call Center
7.2: Variability: Where It Comes From and How It Can Be Measured
7.3: Analyzing an Arrival Process
7.4: Service Time Variability
7.5: Predicting the Average Waiting Time for the Case of One Resource
7.6: Predicting the Average Waiting Time for the Case of Multiple Resources
7.7: Service Levels in Waiting Time Problems
7.8: Economic Implications: Generating a Staffing Plan
7.9: Impact of Pooling: Economies of Scale
7.10: Priority Rules in Waiting Lines
7.11: Reducing Variability
Chapter 8 The Impact of Variability on Process Performance: Throughput Losses
8.1: Motivating Examples (Why Averages Do Not Work)
8.2: Ambulance Diversion
8.3: Throughput Loss for a Queue with One Single Resource
8.4: Customer Impatience and Throughput Loss
8.5: Several Resources with Variability in Sequence
Chapter 9 (EXPANDED COVERAGE!) Quality Management, Statistical Process Control, and Six Sigma Capacity
9.1: Controlling Variation: Practical Motivation
9.2: The Two Types of Variation
9.3: Constructing Control Charts
9.4: Control Chart Example from a Service Setting
9.5: Design Specifications and Process Capability
9.6: Attribute Control Charts
9.7: Robust Process Design
9.8: Impact of Yields and Defects on Process Flow
9.9: A Process for Improvement
Chapter 10 (NEW!) Lean Operations and the Toyota Production System
10.1: The History of Toyota
10.2: TPS Framework
10.3: The Seven Sources of Waste
10.4: JIT: Matching Supply with Demand
10.5: Quality Management
10.6: Exposing Problems through Inventory Reduction
10.8: Standardization of Work and Reduction of Variability
10.9: Human Resource Practices
10.10: Lean Transformation
10.11: Impact of Yields and Defects on Process Flow
10.12: The Inventory-Quality Relationship Revisited
10.13: The Toyota Production System
Chapter 11 Betting On Uncertain Demand: The Newsvendor Model
11.1: O'Neill Inc.
11.2: An Introduction to the Newsvendor Model
11.3: Constructing a Demand Forecast
11.4: The Expected Profit-Maximizing Order Quantity
11.5: Performance Measures
11.6: Other Objectives for Choosing an Order Quantity
11.7: Managerial Lessons
Chapter 12 (STREAMLINED COVERAGE!) Make-To-Order and Quick Response with Reactive Capacity
12.1: Evaluating and Minimizing the Newsvendor's Demand-Supply Mismatch Cost
12.2: When Is the Mismatch Cost High?
12.3: Reducing Mismatch Costs with Make-to-Order
12.4: Quick Response with Reactive Capacity
Chapter 13 Service Levels and Lead Times in Supply Chains: The Order Up-to Inventory Model
13.1: Medtronic's Supply Chain
13.2: The Order-up-to Model Design and Implementation
13.3: The End-of-Period Inventory Level
13.4: Choosing Demand Distributions
13.5: Performance Measures
13.6: Choosing an Order-up-to Level to Meet a Service Target
13.7: Choosing an Appropriate Service Level
13.8: Controlling Ordering Costs
13.9: Medtronic Wrap-up
13.10: Managerial Insights
Chapter 14 Risk Pooling Strategies to Reduce and Hedge Uncertainty
14.1: Location Pooling
14.2: Product Pooling
14.3: Lead Time Pooling: Consolidated Distribution and Delayed Differentiation
14.4: Capacity Pooling with Flexible Manufacturing
Chapter 15 Revenue Management with Capacity Controls
15.1: Revenue Management and Margin Arithmetic
15.2: Protection Levels and Booking Limits
15.3: Overbooking
15.4: Implementation of Revenue Management
Chapter 16 Supply Chain Coordination
16.1: The Bullwhip Effect: Consequences and Causes
16.2: Bullwhip Effect: Mitigating Strategies
16.3: Incentive Conflicts in a Sunglass Supply Chain
16.4: Buy-Back Contracts
16.5: More Supply Chain Contracts
Appendices
A: Statistics Tutorial
B: Tables
C: Evaluation of the Loss Function
D: Equations and Approximations
E: Solutions to Selected Practice Problems
Glossary
References
Index of “How to” exhibits
Summary of key equations
Index
2009 McGraw-Hill Higher Education