Operations and Supply Chain Management, 17e covers the latest and most important issues facing operations and supply chain management (OSCM) managers while providing basic tools and techniques to promote a competitive advantage and career-readiness. It covers relevant, current OSCM issues with a focus on the global economy, analytic content that ties decisions to relevant data, and solutions to operations and supply chain-related problems. Hot topics in business today that relate to OSCM are mitigating the risk of disruptions while reducing the cost of supply chain processes, integration and collaboration with customers and suppliers, sustainability and minimizing the long-term cost of products and processes. These topics are studied in the book to clarify the "big picture" of what these topics are and why they are important to business today. The seventeenth edition supplies many examples of leading-edge companies and practices to make the book an interesting and relevant read.
Author(s): F. Robert Jacobs; Richard B. Chase
Edition: 17
Publisher: McGraw Hill
Year: 2022
Language: English
Pages: 760
Cover
Title
Copyright
Dedication
Brief Contents
Contents
Preface
Acknowledgments
Note to Instructors
Walkthrough
Section One: Strategy, Products, and Capacity
1 Introduction
Introduction—The Elements of OSCM
What Is Operations and Supply Chain Management?
Distinguishing Operations versus Supply Chain Processes
Categorizing Operations and Supply Chain Processes
Differences between Services and Goods
The Goods–Services Continuum
Product–Service Bundling
Careers in OSCM
The Major Concepts that Define the OSCM Field
Current Issues in Operations and Supply Chain Management
Efficiency, Effectiveness, and Value
Concept Connections
Discussion Questions
Objective Questions
Analytics Exercise: Comparing Companies Using Wall Street Efficiency Measures
Practice Exam
2 Strategy
What Is Operations and Supply Chain Strategy?
Competitive Dimensions
The Notion of Trade-Offs
Order Winners and Order Qualifiers: The Marketing–Operations Link
Strategies Are Implemented Using Operations and Supply Chain Activities—IKEA’s Strategy
Assessing the Risk Associated with Operations and Supply Chain Strategies
Risk Management Framework
Productivity Measurement
A Sustainable Operations and Supply Chain Strategy
Concept Connections
Solved Problem
Discussion Questions
Objective Questions
Case: The Tao of Timbuk2
Analytics Exercise: The Carbon Footprint Quiz (LO2-5)
Practice Exam
3 Design of Products and Services
Product Design
Product Development Process
Product Design Criteria
Designing for the Customer
Value Analysis/Value Engineering
Designing Products for Manufacture and Assembly
Designing Service Products
Economic Analysis of Product Development Projects
Build a Base-Case Financial Model
Sensitivity Analysis to Understand Project Trade-Offs
Measuring Product Development Performance
Concept Connections
Solved Problem
Discussion Questions
Objective Questions
Case: IKEA: Design and Pricing
Case: Comparison of Competing Products
Practice Exam
4 Projects
What Is Project Management?
Organizing the Project Team
Pure Project
Functional Project
Matrix Project
Organizing Project Tasks
Managing Projects
Earned Value Management (EVM)
Network-Planning Models
Critical Path Method (CPM)
CPM with Three Activity Time Estimates
Time–Cost Models and Project Crashing
Project Management Information Systems
Concept Connections
Solved Problems
Discussion Questions
Objective Questions
Analytics Exercise: Product Design Project
Practice Exam
5 Strategic Capacity Management
Capacity Management in Operations and Supply Chain Management
Capacity Planning Concepts
Economies and Diseconomies of Scale
Capacity Focus
Capacity Flexibility
Capacity Planning
Considerations in Changing Capacity
Determining Capacity Requirements
Using Decision Trees to Evaluate Capacity Alternatives
Planning Service Capacity
Capacity Planning in Services versus Manufacturing
Capacity Utilization and Service Quality
Concept Connections
Solved Problem
Discussion Questions
Objective Questions
Case: Shouldice Hospital—A Cut Above
Practice Exam
5S Investment Analysis
Investment Analysis
Concepts and Definitions
Activity-Based Costing
The Effects of Taxes
Choosing among Investment Proposals
Methods of Ranking Investments
Sample Problems: Investment Decisions
Concept Connections
6 Learning Curves
What Are Learning Curves?
How Are Learning Curves Modeled?
Logarithmic Analysis
Learning Curve Tables
Estimating the Learning Percentage
How Long Does Learning Go On?
In Practice, How much Learning Occurs?
Individual Learning
Organizational Learning
Concept Connections
Solved Problems
Discussion Questions
Objective Questions
Analytics Exercise: Tesla’s Model 3 Learning Curve
Practice Exam
Section Two: Manufacturing and Service Processes
7 Manufacturing Processes
Manufacturing Technology plus AI = Innovation
What Are Manufacturing Processes?
How Manufacturing Processes Are Organized
Break-Even Analysis
Manufacturing Process Flow Design
Concept Connections
Solved Problems
Discussion Questions
Objective Questions
Case: Circuit Board Fabricators, Inc.
Practice Exam
7S Manufacturing Technology
Manufacturing Technology
Technologies in Manufacturing
Computer-Integrated Manufacturing
Concept Connections
Discussion Questions
8 Facility Layout
Facility Layout
Analyzing the Four Most Common Layout Formats
Workcenters (Job Shops)
Systematic Layout Planning
Assembly Lines
Assembly-Line Design
Splitting Tasks
Flexible and U-Shaped Line Layouts
Mixed-Model Line Balancing
Cells
Project Layouts
Retail Service Layout
Servicescapes
Signs, Symbols, and Artifacts
Office Layout
Concept Connections
Solved Problems
Discussion Questions
Objective Questions
Advanced Problems
Analytics Exercise: Designing a Manufacturing Process
Practice Exam
9 Service Processes
The Nature of Services
An Operational Classification of Services
Designing Service Organizations
Structuring the Service Encounter: The Service-System Design Matrix
Web Platform Businesses
Managing Customer-Introduced Variability
Applying Behavioral Science to Service Encounters
Service Blueprinting and Fail-Safing
Three Contrasting Service Designs
The Production-Line Approach
The Self-Service Approach
The Personal-Attention Approach
Seven Characteristics of a Well-Designed Service System
Concept Connections
Discussion Questions
Objective Questions
Case: South Beach Pizza: An Exercise in Translating Customer Requirements into Process Design Requirements
Practice Exam
9S Health Care
The Nature of Health Care Operations
Classification of Hospitals
Hospital Layout and Care Chains
Capacity Planning
Workforce Scheduling
Quality Management and Process Improvement
Health Care Supply Chains
Inventory Management
Performance Measures
Performance Dashboards
Trends in Health Care
Concept Connections
Discussion Questions
Objective Questions
Case: Managing Patient Wait Times at a Family Clinic
Practice Exam
10 Waiting Line Analysis and Simulation
The Waiting Line Problem
The Practical View of Waiting Lines
The Queuing System
Waiting Line Models
Approximating Customer Waiting Time
Simulating Waiting Lines
Example: A Two-Stage Assembly Line
Spreadsheet Simulation
Simulation Programs and Languages
Concept Connections
Solved Problems
Discussion Questions
Objective Questions
Case: Community Hospital Evening Operating Room
Analytics Exercise: Processing Customer Orders
Practice Exam
11 Process Design and Analysis
Process Analysis
Example: Analyzing a Las Vegas Slot Machine
Process Flowcharting
Understanding Processes
Buffering, Blocking, and Starving
Make to Stock vs. Make to Order
Measuring Process Performance
Production Process Mapping and Little’s Law
Job Design Decisions
Behavioral Considerations in Job Design
Work Measurement and Standards
Process Analysis Examples
A Bread-Making Operation
A Restaurant Operation
Planning a Transit Bus Operation
Process Flow Time Reduction
Concept Connections
Solved Problems
Discussion Questions
Objective Questions
Case: Runners Edge–Call Center Process Analysis
Practice Exam
11S Operations Consulting
What is Operations Consulting?
The Management Consulting Industry
Economics of Consulting Firms
When Operations Consulting is Needed
The Operations Consulting Process
Operations Consulting Tool Kit
Problem Definition Tools
Data Gathering
Data Analysis and Solution Development
Cost Impact and Payoff Analysis
Implementation
Concept Connections
Discussion Questions
Objective Questions
Practice Exam
12 Quality Management
Total Quality Management
Quality Specifications and Quality Costs
Developing Quality Specifications
Cost of Quality
Six Sigma Quality
Six Sigma Methodology
Analytical Tools for Six Sigma
Six Sigma Roles and Responsibilities
The Shingo System: Fail-Safe Design
ISO 9000 and ISO 14000
External Benchmarking for Quality Improvement
Concept Connections
Discussion Questions
Objective Questions
Case: Tesla’s Quality Challenge
Practice Exam
13 Statistical Quality Control
Statistical Quality Control
Understanding and Measuring Process Variation
Measuring Process Capability
Statistical Process Control Procedures
Process Control with Attribute Measurements: Using p-Charts
Process Control with Attribute Measurements: Using c-Charts
Process Control with Variable Measurements: Using X- and R-Charts
How to Construct X- and R-Charts
Acceptance Sampling
Design of a Single Sampling Plan for Attributes
Operating Characteristic Curves
Concept Connections
Solved Problems
Discussion Questions
Objective Questions
Analytics Exercise: Hot Shot Plastics Company
Analytics Exercise: Quality Management—Toyota
Practice Exam
Section Three: Supply Chain Processes
14 Lean Supply Chains
Lean Manufacturing Practices and the COVID-19 Pandemic
Lean Production
The Toyota Production System
Lean Supply Chains
Value Stream Mapping
Lean Supply Chain Design Principles
Lean Concepts
Lean Production Schedules
Lean Supply Chains
Lean Services
Concept Connections
Solved Problems
Discussion Questions
Objective Questions
Case: Quality Parts Company
Case: Value Stream Mapping
Case: Pro Fishing Boats—A Value Stream Mapping Exercise
Practice Exam
15 Logistics and Distribution Management
Logistics
Decisions Related to Logistics
Transportation Modes
Distribution Facilities
Distribution Facility Processes
Locating Logistics Facilities
Plant Location Methods
Centroid Method
Locating Service Facilities
Concept Connections
Solved Problems
Discussion Questions
Objective Questions
Analytics Exercise: Distribution Center Location
Practice Exam
16 Global Sourcing and Procurement
Strategic Sourcing
The Bullwhip Effect
Supply Chain Uncertainty Framework
Outsourcing
Logistics Outsourcing
Framework for Supplier Relationships
Green Sourcing
Total Cost of Ownership
Measuring Sourcing Performance
Concept Connections
Discussion Questions
Objective Questions
Analytics Exercise: Global Sourcing Decisions—Grainger: Reengineering the China/U.S. Supply Chain
Practice Exam
Section Four: Supply and Demand Planning and Control
17 The Internet of Things and ERP
Intelligent Devices Connected through the Internet
What Is ERP?
Consistent Numbers
Software Imperatives
Routine Decision Making
How ERP Connects the Functional Units
Finance
Manufacturing and Logistics
Sales and Marketing
Human Resources
Customized Software
Data Integration
How Supply Chain Planning and Control Fits within ERP
Simplified Example
SAP Supply Chain Management
SAP Supply Chain Execution
SAP Supply Chain Collaboration
SAP Supply Chain Coordination
Performance Metrics to Evaluate Integrated System Effectiveness
The “Functional Silo” Approach
Concept Connections
Discussion Questions
Objective Questions
Practice Exam
18 Forecasting
Forecasting in Operations and Supply Chain Management
Quantitative Forecasting Models
Components of Demand
Time Series Analysis
Forecast Errors
Causal Relationship Forecasting
Qualitative Techniques in Forecasting
Market Research
Panel Consensus
Historical Analogy
Delphi Method
Web-Based Forecasting: Collaborative Planning, Forecasting, and Replenishment (CPFR)
Concept Connections
Solved Problems
Discussion Questions
Objective Questions
Analytics Exercise: Forecasting Supply Chain Demand—Starbucks Corporation (LO18-2)
Analytics Exercise: Forecasting Demand at Sebastian River Farms (LO18-2)
Practice Exam
19 Sales and Operations Planning
What Is Sales and Operations Planning?
An Overview of Sales and Operations Planning Activities
The Aggregate Operations Plan
Aggregate Planning Techniques
A Cut-and-Try Example: The JC Company
Aggregate Planning Applied to Services: Tucson Parks and Recreation Department
Yield Management
Operating Yield Management Systems
Concept Connections
Solved Problem
Discussion Questions
Objective Questions
Analytics Exercise: The Pudding Manufacturing Aggregate Plan
Practice Exam
19S Linear Programming Using the Excel Solver
Linear Programming
The Linear Programming Model
Linear Programming Using Microsoft Excel
Concept Connections
Solved Problem
Objective Questions
20 Inventory Management
Understanding Inventory Management
Purposes of Inventory
Inventory Costs
Independent versus Dependent Demand
Inventory Control Systems
A Single-Period Inventory Model
Multiperiod Inventory Systems
Fixed–Order Quantity Models
Fixed–Time Period Models
Inventory Turn Calculation
Price-Break Model
Inventory Planning and Accuracy
ABC Classification
Inventory Accuracy and Cycle Counting
Concept Connections
Solved Problems
Discussion Questions
Objective Questions
Analytics Exercise: Inventory Management at Big10Sweaters.com
Analytics Exercise: Inventory Control at Sebastian River Farms
Practice Exam
21 Material Requirements Planning
Understanding Material Requirements Planning
Where MRP Can Be Used
Master Production Scheduling
Material Requirements Planning System Structure
Demand for Products
Bill-of-Materials
Inventory Records
MRP Computer Program
An Example Using MRP
Forecasting Demand
Developing a Master Production Schedule
Bill-of-Materials (Product Structure)
Inventory Records
Performing the MRP Calculations
Lot Sizing in MRP Systems
Lot-for-Lot
Economic Order Quantity
Least Total Cost
Least Unit Cost
Choosing the Best Lot Size
Concept Connections
Solved Problems
Discussion Questions
Objective Questions
Analytics Exercise: An MRP Explosion—Brunswick Motors
Practice Exam
22 Workcenter Scheduling
Workcenter Scheduling
The Nature and Importance of Workcenters
Typical Scheduling and Control Functions
Objectives of Workcenter Scheduling
Job Sequencing
Priority Rules and Techniques
Scheduling n Jobs on One Machine
Scheduling n Jobs on Two Machines
Scheduling a Set Number of Jobs on the Same Number of Machines
Scheduling n Jobs on m Machines
Shop-Floor Control
Gantt Charts
Tools of Shop-Floor Control
Principles of Workcenter Scheduling
Personnel Scheduling in Services
Scheduling Daily Work Times
Scheduling Hourly Work Times
Concept Connections
Solved Problems
Discussion Questions
Objective Questions
Case: Keep Patients Waiting? Not in My Office
Practice Exam
22S Theory of Constraints
Eli Goldratt’s Theory of Constraints
The Goal of the Firm
Performance Measurements
Unbalanced Capacity
Bottlenecks, Capacity-Constrained Resources, and Synchronous Manufacturing
Basic Manufacturing Building Blocks
Methods for Synchronous Control
Comparing Synchronous Manufacturing (TOC) to Traditional Approaches
MRP and JIT
Relationship with Other Functional Areas
Theory of Constraints—Problems About What to Produce
Concept Connections
Solved Problem
Discussion Questions
Objective Questions
Practice Exam
Appendices
A Interest Tables
B Negative Exponential Distribution: Values of e–x
C Areas of the Cumulative Standard Normal Distribution
D Uniformly Distributed Random Digits
E Answers to Selected Objective Questions
Index
