Integrated Operations Management: A Supply Chain Perspective
The focus of the book is on supply chain management focus & the increased blending of service theory and applications with traditional manufacturing theory and applications. The authors have developed a new model to effectively illustrate and tie together SCM, business process management, with cross functional understanding. Where possible, the authors present coverage of creating processes, coordinating processes, and improving processes. The book will now have greater appeal to the broad undergraduate OM/SCM market because we effectively utilize the traditional model of Operations Management in the context of a broader model of Supply Chain Management.
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Chapter Outline Learning Objectives
Integrating OM Across Business
67 other sections not shown
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activities aggregate plan airline approach assembly automation average batch bottleneck buffer capacity chart Cheryl common cause variation company's competitive priorities complete control chart coordination cross-functional customer satisfaction decisions delivery demand employees engineering Enterprise resources planning equipment estimate example facility factory Figure firm's firms fixed costs flexibility forecast Fred Fred's functional areas impact improvement increase information systems integration inventory kanban layout Luis Luis's machine manufacturing master schedule material material requirements planning ment nonconforming Operations Management organization output outsourcing p-chart performance planning and control problem product-service bundle purchase quality management reduce result RFID Rogue Ales safety stock sample setup special cause variation standard deviation statistical process control strategy suppliers supply chain management Table tion units value-adding system week workers workstations