Operations Management, 5/e (IE-Paperback)
Scott M. Shafer (author) Jack R. Meredith (author)
- 出版商: Wiley
- 出版日期: 2013-01-18
- 售價: $1,480
- 貴賓價: 9.8 折 $1,450
- 語言: 英文
- 頁數: 456
- 裝訂: Paperback
- ISBN: 1118379799
- ISBN-13: 9781118379790
•Material that is conceptual and strategic, to meet the needs of MBA students who will benefit more from discussions and examples than a heavy quantitative presentation.
•Examples featuring services organizations and international companies to engage and prepare students for the nature of the global economy.
•Inclusion of The Beer Game, which is used in many MBA classes.
Changes in this fifth edition
The response to our changes in the previous edition was very positive, especially the addition of a second color, [he new organization with fewer but more mainstream chapters, and the inclusion of multiple cases in the rear of the book. One of the major additions in this 5'1' edition has been to elaborate the flow of the chapters in the book and how these topics contribute to the competitiveness of every organization, Hence, each chapter starts with a diagram depicting where we are in the flow of the text rather than the details of the topics within each chapter, and is then followed by a discussion of how the topic is related to competitiveness. Another major change has been the addition of many new examples to open each chapter that illustrate how the topic is crucial to competitiveness.
Within the chapters we have added materials where the reviewers indicated more, or new, discussion was warranted. For example, in Chapter 1 we discuss the current trends in operations such as technology (e.g., RFID) and the green/sustainability movement. We also moved the definition of some generic, but crucial to operations, terminology into this first chapter such as efficiency and productivity. And in Chapter 2 we added the processes of assemble-to-order and engineer-to-order and added a discussion of servicescapes. In Chapter 6. we added a discussion of where to place a project in the organizational structure, and the major criteria for selecting a project manager. And finally, in Chapter 7 we updated material about supply chain management in a number of places. We also added some new mini-cases to the rear of three chapters that only had one mini-case previously.
In revising the book, we have kept the elements of our earlier philosophy. For example, we kept the other majors such as marketing and finance in mind----what did these students need to know about operations to help them in their careers? And we still minimize the heavier quantitative material, keeping only discussions and examples that illustrate a particular concept since finance and marketing majors would not he solving operations problems- Moreover, even operations managers probably wouldn't themselves be solving those problems; more likely, they would be assigned to an analyst- For those chapters in which exercises are included, they are intended only to help illustrate the concept we are trying to convey rather than make experts of the students.
We continued to add service examples throughout the text, since the great majority (over 80 percent these days!) of our students would be, or are already, employed in a service organization. And since these students will be working and competing in a highly global economy, we employ many international examples. We also kept the textual flow of material in the chapters away from the current undergraduate trend of fracturing the material flow with sidebars, examples, applications, solved problems, and so forth, in an attempt to keep the students' interest and attention. Given the maturity of MBA students we instead worked these directly into the discussions to attain a smoother, clearer flow. As noted below, the Instructor's Manual includes suggestions for readings, cases, videos, and other course supplements that we have found to be particularly helpful for MBA classes since this book is intended to be only a small part of the MBA class.
Chapter 1: Competitive Operations for the Global Arena
Chapter 2: Designing the Transformation System
Chapter 3: Monitoring and Controlling the Transformation System
Chapter 4: Six Sigma for Improving the Tranformation System
Chapter 5: Lean Operations Improve Tranformation System Value
Chapter 6: Project Management and the Transformation System
Chapter 7: Managing Supply Chain Logistics and Inventories
Chapter 8: Capacity Management through Location and Scheduling