Managing Operations Across the Supply Chain

Description

Managing Operations Across the Supply Chain is the first book to offer a global, supply chain perspective of operations management – a treatment that embraces the foundations of operations management but includes new frameworks, concepts, and tools to address the demands of today and changing needs of the future. It reflects three key shifts in operations management: 1.From a focus on the internal system to a focus on the supply chain 2.From a local focus to a global focus 3.From an emphasis on tools and techniques to an emphasis on systems, people, and processes Title Contents Part 1 SUPPLY CHAIN: A PERSPECTIVE FOR OPERATIONS MANAGEMENT CHAPTER 1 Introduction to Managing Operations Across the Supply Chain A Broad Definition of Supply Chain Operations Management Get Real: Why You Need to Study Operations Management Important Decisions in Supply Chain Operations Management Differences in Goods and Services Operations Processes and Process Thinking Operations Management Yesterday and Today: Growth of the Supply Chain Management Perspective Advances in Technology and Infrastructure Reduction in Governmental Barriers to Trade Focus on Core Capabilities Collaborative Networks Viewing Operations Management from a Supply Chain Management Perspective Operations Management Partners Across the Supply Chain Cross-Functional Relationships in Operations Management The Changing Nature of Supply Chains Levels of Operational Planning Across the Supply Chain Get Real: Jobs in Operations Management How this Book Is Structured Chapter Summary Key Terms Discussion Questions Case: Business Textbook Supply Chain Selected Readings and Internet Sites CHAPTER 2 Operations and Supply Chain Strategy Levels of Strategic Planning Corporate Strategic Planning Business Unit Strategic Planning Functional Strategic Planning Developing Operations Strategy: Creating Value through Strategic Choices Critical Customers Get Real: Huffy Bikes Targets It’s Critical Customer Assessing Customer Wants and Needs Value Propositions and Competitive Priorities Get Real: Bosch CS20: Finding a New Order Winner by Changing the Way Customers Cut Straight Lines Product-Related Competitive Priorities Process-Related Competitive Priorities Get Real: IKEA: Growth through Supply Chain Innovation Get Real: Seven Cycles: Building a Bicycle Your Way Capabilities: Strengths and Limitations of Supply Chain Operations Maintaining the Fit between Customer Outcomes, Value Propositions, and Capabilities Deploying Operations Strategy: Creating Value through Execution Get Real: Apple Does Not Build a Low-Cost Netbook Feedback/Measurement: Communicating and Assessing Operations Strategy The Strategic Profit Model The Supply Chain Operational Reference Model Chapter Summary Key Terms Discussion Questions Solved Problem Problems Case: Otis Toy Trains Explores the Supply Chain Case: Steinway & Sons Piano Case: Trail Frames Chassis Selected Readings and Internet Sites Part 2 FOUNDATIONS OF OPERATIONS MANAGEMENT CHAPTER 3 Managing Processes and Capabilities Processes and Process Thinking Anatomy of a Process Activities of a Process Get Real: States Reduce Waiting Times for Car License Renewals and Registrations Inputs, Outputs, and Flows Structure Management Policies Process Capacity and Utilization Principles of Process Performance: The Theory of Constraints Principle 1: Every Process Has a Constraint Principle 2: Every Process Contains Variance That Consumes Capacity Principle 3: Every Process Must be Managed as a System Get Real: Storyboarding: The Key to Success at Pixar Principle 4: Performance Measures Are Crucial to the Process’s Success Principle 5: Every System Must Continuously Improve Business Process Reengineering: Radical Process Change Kaizen Events: Small Process Changes Made Quickly Get Real: Delta Faucet Uses a Kaizen Event to Improve Quality and Reduce Scrap Chapter Summary Key Terms Discussion Questions Solved Problem Problems Case: Evergreen Products Case: Midas Gold Juice Company Case: American Vinyl Products Selected Readings and Internet Sites CHAPTER 3 Supplement Process Mapping and Analysis The “Process” of Process Mapping and Analysis American Health and Medical Products (AHMP) Step 1: Identify the Desired Outcomes in Advance Step 2: Identify and Bound the Critical Process Step 3: Document the Existing Process (the “Current State” Map) Step 4: Analyze the Process and Identify Opportunities for Improvement Step 5: Recommend Appropriate Changes to the Process (the “Future State” Map) Step 6: Implement the Changes and Monitor Improvements Other Processing Mapping Tools Supplement Summary Key Terms Problems Selected Readings and Internet Sites CHAPTER 4 Product/Process Innovation The Role of Product/Process Innovation in Supply Chain Operations Management The Product Life Cycle How Product/Process Innovation Affects Firm Performance Operational Product/Process Innovation Competencies Idea and Opportunity Development Innovation Portfolio Planning Get Real: Procter and Gamble’s Connect � Develop Process Innovation Project Management New Product/Process Launch and Learning Codevelopment Product/Process Design and Development The Stage-Gate Process Integrated Product/Process Design and Development: Concurrent Engineering Design for the Customer Design for Supply Chain Operations Get Real: Mattel’s Serious Approach to DFM for Toys Enabling Technologies for Product/Process Innovation Get Real: TI Builds a Green Wafer Factory Chapter Summary Key Terms Discussion Questions Problems Case: The ALPHA Timer Development Project (A) Case: The ALPHA Timer Development Project (B) Selected Readings and Internet Sites CHAPTER 5 Manufacturing and Service Process Structures Capacity Planning Economies and Diseconomies of Scale Get Real: Demand Outpaced Capacity for the Wii Time Frame for Capacity Changes Process Structures Product-Process Matrix Aligning Process Structure and Market Orientation Get Real: Personalized M&Ms Unique Aspects of Service Processes Service Process Matrix Managing Front-Office and Back-Office Processes Service Blueprinting Operations Layout Fixed-Position Layout Process Layout Product Layout Line Balancing in Product Layouts Cellular Layout Process Automation Get Real: Starbucks Weighs the Pros and Cons of Automation Comparing Process Costs with Break-Even Analysis Chapter Summary Key Terms Discussion Questions Solved Problems Problems Case: Coffee Roasters Selected Readings and Internet Sites CHAPTER 6 Managing Quality Defining the Dimensions of Quality Get Real: Ritz-Carlton: Where Quality Is Always First and Foremost Functional Roles in Quality Management Core Values and Concepts of Quality Management TQM: A “Total” View of Quality Recognizing the Total Impacts of Quality Performance Get Real: Applying Cost of Quality Analysis to a Hotel Restaurant An Inverted View of Management Process-Oriented Focus on Prevention and Problem Solving Viewing Quality Management As a Never Ending Quest Building an Organizational Culture Around Quality Guiding Methodologies for Quality Management Plan-Do-Check-Act Cycles (Deming Wheel) Six Sigma: A Systematic Approach to Quality Management DMAIC: The Six Sigma Process Design for Six Sigma Get Real: Applying DMAIC to Cough Drops Implementing Six Sigma Certifying Progress in Quality Management ISO 9000: An International Quality Standard Get Real: Does Six Sigma Stifle Innovation? Attaining ISO 9000 Certification The Malcolm Baldrige Quality Award Chapter Summary Key Terms Discussion Questions Case: A Comment on Management Attitude Selected Readings and Internet Sites CHAPTER 6 Supplement Quality Improvement Tools Overview Standard Problem Solving Approach Quality Improvement Tools Pear Computer: Using Quality Tools to Improve Performance Histograms Cause and Effect Diagrams Check Sheets Pareto Analysis Scatter Diagram Process Flow Diagram Process Capability Analysis: C p and C pk Process Control Charts Taguchi Methods/Design of Experiments Other Quality Control Tools Supplement Summary Key Terms Solved Problems Problems Selected Readings and Internet Sites CHAPTER 7 Understanding Inventory Fundamentals Types and Roles of Inventory Types of Inventory The Roles of Inventory The Financial Impact of Inventory Balance Sheet Considerations Costs Related to Inventory Measures of Inventory Performance Asset Productivity: Inventory Turnover and Days of Supply Service Level Get Real: How Amazon Aims to Keep You Clicking Managing Inventory Inventory Classification: ABC Analysis Inventory Information Systems and Accuracy Get Real: American Apparel Introduces RFID Managing Inventory Across the Supply Chain Inventory Value in the Supply Chain The Bullwhip Effect Integrated Supply Chain Inventory Management Get Real: Vendor-Managed Inventory at Stryker Instruments Chapter Summary Key Terms Discussion Questions Solved Problems Problems Case: Inventory at Champion Electric Selected Readings and Internet Sites CHAPTER 8 Lean Systems Lean Systems Defined Origins of Lean Systems and Just-in-Time Production Strategic Benefit of Lean Systems Lean Systems Objectives, Culture, and Guiding Principles Get Real: “Picturing” Waste and Value: A Process Mapping Story Implementing Lean Systems: Tools and Techniques Total Productive Maintenance (TPM) Group Technology—Cellular Manufacturing Focused Factories TAKT Time Flow Balancing Get Real: Applying the Focused Factory Idea to an Insurance Firm Kanban (Pull) Scheduling Level, Mixed-Model Scheduling Get Real: Using Kanbans to Schedule a Steel Mill Setup Reduction Statistical Process Control Visual Control Quality at the Source Get Real: Example of Visual Control in Action: Andon Board Kaizen Events Get Real: Using an Andon Board to Spot a Problem Process Analysis/Value Stream Mapping Poka-Yoke 5-S Program Simplification/Standardization Lean Systems: Range of Application Applying Lean Systems within the Firm Applying Lean Systems Across the Supply Chain Applying Lean Systems to Product Innovation Chapter Summary Key Terms Discussion Questions Case: Good Guy Hospital $upply Selected Readings and Internet Sites Part 3 INTEGRATING RELATIONSHIPS ACROSS THE SUPPLY CHAIN CHAPTER 9 Customer Management Customer Service Product Availability Lead-Time Performance Service Reliability The Perfect Order Limitations of Customer Service Customer Satisfaction Customer Expectations Customer Satisfaction Model Limitations of Customer Satisfaction Customer Success Achieving Customer Success Get Real: Co-Opting Change at True Value Customer Relationship Management Get Real: Amazon’s Automated CRM Technology Customer Management and Relationship Strategy Chapter Summary Key Terms Discussion Questions Solved Problem Problems Case: Tiler Industries Selected Readings and Internet Sites CHAPTER 10 Supply Management Supply Management’s Impact on Firm and Supply Chain Performance Ensure Timely Availability of Resources Reduce Total Costs Get Real: Rethinking Outsourcing in Fashion Enhance Quality Access Technology and Innovation Get Real: Supplier Quality Causes Problems for Audi Foster Social Responsibility Make an Insourcing/Outsourcing Decision Examining the Strategic Sourcing Process Analyze Spend and Understand Supply Markets Develop a Sourcing Strategy Number of Suppliers Capabilities and Location Type of Supplier Relationship and Contract Length Get Real: Supplier Partnerships at Ford Brazil Identify Potential Suppliers Assess and Select Suppliers Competitive Bidding Online Reverse Auctions Negotiation Manage the Ongoing Supplier Relationship Information Sharing and Coordination with Suppliers Supplier Performance Monitoring and Improvement Supplier Relationship Management (SRM) Chapter Summary Key Terms Discussion Questions Solved Problem Problems Case: Strategic Sourcing at Best Banks Case: Trail Frames Chassis: Insourcing/Outsourcing Decision Selected Readings and Internet Sites CHAPTER 11 Logistics Management The Role of Logistics in Supply Chain Management Logistics Service Benefits Logistics Cost Minimization Inventory Management Order Processing Transportation Management Government’s Role in Transportation Transportation Economics Consolidation Transportation Modes Carrier Types Transportation Service Selection Warehouse Management Primary Functions of Warehousing Get Real: Cross-Docking Spruces Up Urban Outfitters Warehouse Operations Materials Handling and Packaging Get Real: General Dynamics Develops AS/RS for the Navy Network Design Facility Location Number of Facilities Logistics Postponement Integrated Service Providers Get Real: Kimberly-Clark Redesigns the Network Chapter Summary Key Terms Discussion Questions Solved Problems Problems Case: Lear Corporation Selected Readings and Internet Sites Part 4 PLANNING FOR INTEGRATED OPERATIONS ACROSS THE SUPPLY CHAIN CHAPTER 12 Demand Planning: Forecasting and Demand Management Demand Planning: An Overview The Role That Demand Planning Plays in Operations Management Planning Activities Demand Forecasting Components of Demand Get Real: The Tribune’s Famous Fallacious Forecast Designing a Forecasting Process Judgment-Based Forecasting Get Real: Two Examples of Grassroots Forecasting Statistical Model-Based Forecasting Assessing the Performance of the Forecasting Process Demand Management Improving the Constraints on Demand Planning Improving Information Accuracy and Timeliness Get Real: Destination Maternity Corporation, Customer Quickstep Reducing Lead Time Get Real: Calyx and Corolla Delivers Freshness by Redesigning the Supply Chain Redesigning the Product Collaborating and Sharing Information Get Real: HP Improves the Constraints on Forecasting through Postponement Chapter Summary Key Terms Discussion Questions Solved Problem Problems Case: C&F Apparel, Inc. Selected Readings and Internet Sites CHAPTER 12 Supplement Advanced Forecasting and Tracking Models Estimating Trends Exponential Smoothing with Trend Effects Determining Trend Factors Simple Linear Regression: Time Series Simple Linear Regression: Causal Modeling Comparing the Models Adjusting Forecasts for Seasonality Forecast Error and Signal Tracking Tracking Forecast Error Acceptability Supplement Summary Key Terms Discussion Questions Solved Problem Problems Selected Readings CHAPTER 13 Sales and Operations Planning Sales and Operations Planning S&OP Benefits The S&OP Process Get Real: One-Number Forecasting at Heinz Aggregate Production Planning Relevant Aggregate Planning Costs Aggregate Production Strategies Get Real: Canon Struggles to Shrink Level of Digital Camera Inventory Creating an Aggregate Production Plan Level Production Plan Chase Plans Hybrid Plans Comparing Aggregate Production Plans Aggregate Planning for Service Industries Yield Management Get Real: Yield Management in the Hotel Industry An Example of a Service Aggregate Plan Chapter Summary Key Terms Discussion Questions Solved Problem Problems Case: Med-Chem Products: Hospital Division Selected Readings and Internet Sites CHAPTER 14 Independent Demand Inventory Planning The Continuous Review Model The Case of No Variability How Much to Order: Economic Order Quantity When to Order: The Reorder Point EOQ Extensions Get Real: Pentagon Buys Components in Bulk Enter Variability and Uncertainty Determining the Standard Deviation of Demand During Lead Time Determining a Service Level Policy Revisiting ROP and Average Inventory The Periodic Review Model Single Period Inventory Model Impact of Location on Inventory Managerial Approaches to Reducing Inventory Costs Managing Cycle Stocks Managing Safety Stocks Managing Locations Implementing Inventory Models Get Real: Tractor Supply Company Chapter Summary Key Terms Discussion Questions Solved Problems Problems Selected Readings and Internet Sites CHAPTER 15 Materials and Resource Requirements Planning Materials Requirements Planning (MRP) MRP Inputs Get Real: MRP in Services Bill of Materials (BOM) Master Production Schedule (MPS) Inventory Records MRP Process MRP Outputs and Use Distribution Requirements Planning (DRP) Understanding Capacity Requirements Planning (CRP) Advances in Planning Systems Enterprise Resource Planning (ERP) Advanced Planning and Scheduling (APS) Get Real: ERP Improves Performance at Elizabeth Arden Red Door Spas Chapter Summary Key Terms Discussion Questions Solved Problems Problems Case: The Casual Furniture Company Selected Readings and Internet Sites Part 5 MANAGING CHANGE IN SUPPLY CHAIN OPERATIONS CHAPTER 16 Project Management Projects and Project Management How Projects Succeed Stages in the Life of a Project Project Definition Organizing the Project: Pure, Functional, and Matrix Projects Selecting a Project Manager Organizing Project Teams Establishing a Project Charter Project Planning Budgeting for Time and Cost Get Real: Managing an “Olympic”-Sized Project Detailed Scheduling Using the Critical Path Method Get Real: The History of CPM and PERT Analyzing Resources and Trade-Offs Making Time-Cost-Scope Trade-Offs Planning for Uncertainty Get Real: Project Management Software Helps Get the Job Done Project Execution Project Completion Managing a Portfolio of Projects Chapter Summary Key Terms Discussion Questions Solved Problem Problems Case: Monolith Productions Selected Readings and Internet Sites CHAPTER 16 Supplement Advanced Methods for Project Scheduling Project Crashing: Making Time-Cost Trade-Offs Scheduling a Project with Probabilistic Task Duration Estimates Supplement Summary Key Terms Discussion Questions Solved Problems Problems Selected Readings and Internet Sites CHAPTER 17 Evolving Business Models and Change Drivers in the Supply Chain The Business Model: The Vehicle for Integration and Competitive Advantage Capability Enabling Technologies in the Supply Chain Sustainable Operations Management A Broader View of Waste Get Real: Computer Makers Make Environmental Responsibility a Corporate Priority Get Real: Herman Miller Goes Green with the Mirra Chair Preventing Rather than Minimizing Waste Incorporating Sustainability into Operations Objectives ISO 14000: The Standard for Environmental Management Systems Operations Management, People, and Culture National Culture Get Real: Dabbawallahs: Managing the Lunchtime Food Supply Chain in Bombay, India Organizational Culture Get Real: Zappos Culture Sows Spirit Chapter Summary Key Terms Discussion Questions Solved Problem Problems Case: Western Telephone Manufacturers Case: The HyperCar Selected Readings and Internet Sites APPENDIX A Table of Cumulative Probability of the Normal Distribution (One-Tail) APPENDIX B Answers to Selected Problems PHOTO CREDITS NAME INDEX SUBJECT INDEX