Cover image for Operations management : strategy and analysis
Operations management : strategy and analysis
Krajewski, Lee J.
Personal Author:
Sixth edition.
Publication Information:
Upper Saddle River, NJ : Prentice Hall, [2002]

Physical Description:
xxv, 883 pages : illustrations (some color) ; 26 cm + 1 computer optical disc (4 3/4 in.)
Subject Term:
Added Author:

Format :


Call Number
Material Type
Home Location
Central Library TS155 .K788 2002 Book and Software Set Non-Fiction Area

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This text/CD-ROM addresses strategic issues and the analytical tools that facilitate decision making, in both the manufacturing and service sectors. Strategic and managerial issues are woven into each chapter to emphasize that management decisions should be consistent with corporate strategies. New

Table of Contents

1 Operations as a Competitive Weapon
What Is a Process? What Is Operations Management? Manufacturing and Services: Differences and Similarities
Managerial Practice
1.1 Manufacturers Do Not Just Offer Products
Trends in Operations Management
Operations Management Across the Organization
Managerial Practice
1.2 Meeting the Competitive Challenge
Case: Chad''s Creative Concepts
I Strategic Choices
2 Operations Strategy
Corporate Strategy
Market Analysis
Competitive Priorities
Managerial Practice
2.1 Using Operations for Profit at Costco
Managerial Practice
2.2 High-Performance Design in the Clothing Industry
Managerial Practice
2.3 Marshfield Door Systems Uses E-Commerce to Make Door Customization Profitable
Services Strategy
Manufacturing Strategies
Mass Customization
Operations Strategy as a Pattern of Decisions
Touring a Service Facility: Lower Florida Keys Health System
The Big Picture: Layout and Customer Flow at LFKHS
Touring a Manufacturing Facility: Chaparral Steel
The Big Picture: Bar Mill Process at Chaparral Steel
Differences between LFKHS and Chaparral Steel
Operations Strategy Across the Organization
Case: BSB, Inc.: The Pizza Wars Come to Campus
Experiential Learning: Min-Yo Garment Company
Supplement A: Decision Making
II Process
3 Process Management
What Is Process Management? Managerial Practice
3.1 Changing the Product Design Process a Netscape
Major Process Decisions
The Big Picture: Process Choice at King Soopers Bakery
Managerial Practice
3.2 Choosing the Right Amount of Vertical Integration
Designing Processes
Managerial Practice
3.3 Benchmarking to Improve Marketing Processes
Process Management Across the Organization
Managerial Practice
3.4 Process Improvement at Work
Simulation Exercise
Case: Custom Molds, Inc
4 Managing Project Processes
Defining and Organizing Projects
Planning Projects
Managerial Practice
4.1 Project Delays are Costly for Amtrak and Its Suppliers
The Big Picture: Coors Field Baseball Stadium Project
Monitoring and Controlling Projects
Managing Project Processes Across the Organization
Simulation Exercises
Case: The Pert Studebaker
5 Managing Technology
The Meaning and Role of Technology
Managerial Practice
5.1 Product, Process, and Information Technologies at the New York Stock Exchange
Information Technology
Managerial Practice
5.2 Web-Based Financial Services With Clicks and Mortar
Managerial Practice
5.3 Internet Builder Cisco Uses Internet to Buy, Sell, and Hire
Enterprise Resource Planning
Managerial Practice
5.4 Implementing ERP at ATOFINA Chemicals, Inc
Creating and Applying Technology
Technology Strategy
Managerial Practice
5.5 Technological Choice and the Environment
Implementation Guidelines
Managing Technology Across the Organization
Supplement B: Computer-Integrated Manufacturing
III Quality
6 Total Quality Management
Quality: A Management Philosophy
The Costs of Poor Quality
Managerial Practice
6.1 Measures of Quality in Medical Care are Difficult to Quantify
Employee Involvement
Continuous Improvement
Improving Quality Through TQM
Managerial Practice
6.2 TQM and Concurrent Engineering at Teradyne
Malcolm Baldrige National Quality Award
International Quality Documentation
Tqm Across the Organization
Case: Cranston Nissan
Case: Jose''s Authentic Mexican Restaurant
7 Statistical Process Control
Sources of Variation
The Inspection Process
Managerial Practice
7.1 Quality Measures in Health Care
Statistical Process Control Methods
Process Capability
Managerial Practice
7.2 Process Capability Study at Ross Products
Statistical Process Control Across the Organization
Simulation Exercises
Experiential Learning: Statistical Process Control with a Coin Catapult
IV Capacity, Location, and Layout
8 Capacity
Capacity Planning
Managerial Practice
8.1 The Agony of Too Much-and Too Little Capacity
Managerial Practice
8.2 Use of the Theory of Constraints at Dixie Iron Works
Managerial Practice
8.3 Economies of Scale at Work
A Systematic Approach to Capacity Decisions
Tools for Capacity Planning
Managing Capacity Across the Organization
Simulation Exercises
Case: Fitness Plus, Part A
Supplement C: Waiting Lines
Supplement D: Simulation
9 Location
The Globalization and Geographic Dispersion of Operations
Managerial Practice
9.1 Managerial Challenges at the Radisson Slavjanskaya
Factors Affecting Location Decisions
Managerial Practice
9.2 Location Factors for Call Centers
Managerial Practice
9.3 Marble Baths vs
Barbecue for Casino Locations
Locating a Single Facility
Locating a Facility Within a Network of Facilities
Managing Location Across the Organization
Case: Imaginative Toys
10 Layout
What Is Layout Planning? Strategic Issues
Managerial Practice
10.1 Retailers Match Layouts to Strategies
Creating Hybrid Layouts
Designing Process Layouts
Managerial Practice
10.2 Warehouse Layouts and E-Commerce
Managerial Practice
10.3 Telecommuting at Pacific Bell
Designing Product Layouts
Managing Layout Across the Organization
Case: Hightec, Inc
Case: The Pizza Connection
V Operations Decisions
11 Supply-Chain Management
Overview of Supply-Chain Management
Managerial Practice
11.1 Supply-Chain Management at Arizona Public Service
Managing the Customer Interface
Managerial Practice
11.2 Behavioral Considerations in Designing the Order-Placement Process at Mercury Managerial Practice
Managerial Practice
11.3 Continuous Replenishment at the Campbell Soup Company
Managing the Supplier Interface
Managerial Practice
11.4 E-Purchasing At SairGroup
Measures of Supply-Chain Performance
Supply-Chain Links to Operations Strategy
Managerial Practice
11.5 Improving Efficient Supply Chains Through Modularization
Supply-Chain Dynamics
Supply-Chain Software
Supply-Chain Management Across the Organization
Simulation Exercises
Case: Wolf Motors
Experiential Learning: Sonic Distributors
12 Forecasting
Demand Characteristics
Designing the Forecasting System
Managerial Practice
12.1 Wal-Mart Uses the Internet to Improve Forecast Performance
Judgment Methods
Causal Methods: Linear Regression
Time-Series Methods
Choosing a Time-Series Method
Using Multiple Techniques
Forecasting Across the Organization
Case: Yankee Fork and Hoe Company
13 Inventory Management

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