Operations Management, 13/e (Paperback)

本書序言

Real-world examples engage students with the material

• NEW - All of the references and business examples throughout the text have been revised with the latest data, so students are up to date on current operations management practices.
• NEW - 7 new Chapter-Opening Vignettes engage and stimulate students interest by profiling how real companies like Apple, Lego, Nike, 3M, Starbucks, Oasis of the Seas, and Coca Cola, Inc. apply specific operational issues addressed in each chapter.
• NEW - Managerial Challenges present realistic scenarios that describe meaningful operations decision problems in which managers of various disciplines find themselves taking a leading role. Examples range from how to combat the rising cost of patient care and declining revenues at a nursing facility to a leading manufacturers quest to get their products to market faster.
• NEW - 4 new Managerial Practices provide current examples of how companies (successfully or unsuccessfully) deal with process and supply chain issues facing them as they run their operations. Examples range from the inventory system at IKEA to the shortage of toilet paper due to the coronavirus pandemic. 

Coverage of the latest technologies shows students howtheyre being used to improve operations
Technologies highlighted include:

• NEW - Fourth Industrial Revolution (Industry 4.0)  the ongoing automation of traditional manufacturing and industrial practices using modern smart technology (Chapter 1).
• NEW - Autonomous Supply Chains  the trend toward automating elements of supply chains and the advantages it can have (Chapter 12).
• NEW - Autonomous Warehouse Operations  the use of automated guided vehicles, automated mobile robots, and aerial drones in warehouse operations (Chapter 13).
• NEW - Blockchains  what they are, how theyre different from cloud computing, and examples of their use in supply chains (Chapter 14). 

End-of-chapter resources enhance students learning

• NEW - 4 new Video Cases focus on the world-renowned Cleveland Clinic and its outstanding level of operations during the coronavirus pandemic. Students see the process-design challenges they faced; their managerial responses to operations issues related to managing capacity and inventory; and their successful coordination of supply chain activities and information flow throughout the organization.
• Active Model Exercises enable students to use provided spreadsheets to do a what-if analysis of examples presented in the text to see what would happen if certain parameters were changed.
• Experiential Learning Exercises group students into teams who work both in- and out-of-class on five exercises that actively involve them in team-based discussion questions and decisions. Each exercise has been thoroughly tested in class and proven to be a valuable learning tool.

本書特色

●A Unifying Central Figure introduces each chapter that embodies the authors philosophy of operations management, which uses a building block approach:
。Part 1 discusses how to design and manage internal processes at the firm level.
。Part 2 teaches students how firms forecast customer demands and satisfy them with appropriate inventory management, scheduling practices, and resource planning.
。Part 3 demonstrates how the building blocks are connected into supply chains, linking the process in one firm with that of another.
●Learning Objectives at the beginning of each chapter are repeated at the end of the chapter with guidelines for review focusing students study and making the text much more accessible to all majors. 

本書序言

本書以真實世界的例子吸引學生對內容的關注。

- 全新 - 整本書中的參考資料和商業案例都已根據最新數據進行修訂，使學生了解當前的運營管理實踐。
- 全新 - 7個新的章節開頭小插曲通過介紹蘋果、樂高、耐克、3M、星巴克、海洋之星和可口可樂等真實公司的案例，激發學生的興趣，並展示了每個章節中涉及的具體運營問題。
- 全新 - 管理挑戰提供了描述各種學科的經理人在其中扮演主導角色的有意義的運營決策問題的現實情境。例子包括如何應對護理設施成本上升和收入下降的問題，以及領先製造商如何更快地將產品推向市場的追求。
- 全新 - 4個新的管理實踐提供了當今公司在運營過程和供應鏈問題上（成功或失敗地）應對的實例。例子包括宜家的庫存系統和新冠疫情導致的衛生紙短缺。

對最新技術的涵蓋展示了它們如何被用於改善運營。

- 全新 - 第四次工業革命（Industry 4.0）是使用現代智能技術持續自動化傳統製造和工業實踐的趨勢（第1章）。
- 全新 - 自主供應鏈是自動化供應鏈元素的趨勢以及它所帶來的優勢（第12章）。
- 全新 - 自主倉庫操作是在倉庫操作中使用自動導引車、自動移動機器人和空中無人機的趨勢（第13章）。
- 全新 - 區塊鏈是什麼，它們與雲計算的區別以及它們在供應鏈中的應用實例（第14章）。

章末資源增強學生的學習。

- 全新 - 4個新的視頻案例聚焦於世界知名的克利夫蘭診所及其在新冠疫情期間的優秀運營水平。學生將看到他們面臨的流程設計挑戰，他們對管理運營問題的回應，以及他們在組織內部成功協調供應鏈活動和信息流的能力。
- 活躍模型練習使學生能夠使用提供的電子表格對文本中提出的例子進行假設分析，看看如果更改某些參數會發生什麼。
- 實踐學習練習將學生分組，讓他們在課堂內外共同完成五個練習，積極參與團隊討論和決策。每個練習都在課堂上經過充分測試，被證明是一個有價值的學習工具。

本書特色

- 每章引入一個統一的中心人物，體現了作者對運營管理的理念，該理念使用了一種建築模塊的方法：
- 第1部分討論如何在公司層面設計和管理內部流程。
- 第2部分教授學生如何預測客戶需求，並通過適當的庫存管理、排程實踐和資源計劃來滿足需求。
- 第3部分演示了如何將這些建築模塊連接成供應鏈，將一家公司的流程與另一家公司的流程相連接。

每章開始時的學習目標在章末重複出現，並提供複習指南，重點關注學生的學習。

Lee J. Krajewski is Professor Emeritus at The Ohio State University and Professor Emeritus at the University of Notre Dame. While at The Ohio State University, he received the University Alumni Distinguished Teaching Award and the College of Business Outstanding Faculty Research Award. He initiated the Center for Excellence in Manufacturing Management and served as its director for four years. Lee also served as Acting Director of the Executive MBA Program, Chairperson of the Department of Management Sciences, and Academic Director of the MBA Program at The Ohio State University. At the University of Notre Dame, he held the William and Cassie Daley Chair in Management. In addition, he received the National Presidents Award and the National Award of Merit of the American Production and Inventory Control Society (APICS). He served as president of the Decision Sciences Institute and was elected a Fellow of the Decision Sciences Institute in 1988. He received the Distinguished Service Award in 2003. Lee has conducted seminars and consulted for firms such as Sany Corporation, Westinghouse Corporation, Franklin Chemical, and Banc Ohio. 

Manoj K. Malhotra is the Dean and Albert J. Weatherhead III Professor of Management at the Weatherhead School of Management, Case Western Reserve University, and a member of the Leadership Cleveland class of 2019. Previously, he served as the Senior Associate Dean of Graduate Programs, Jeff B. Bates Professor, and Chairman of the Management Science Department at the Darla Moore School of Business, University of South Carolina (USC), Columbia. He also served from 2005 to 2017 as the founding director of the Center for Global Supply Chain and Process Management (GSCPM)at the Moore School. He earned an engineering undergraduate degree from the Indian Institute of Technology (IIT), Kanpur, India, in 1983, and a PhD in operations management from The Ohio State University in 1990. He is a Fellow of the Decision Sciences Institute (DSI), Production and Operations Management Society (POMS), and the American Production and Inventory Management Society(APICS). Manoj has conducted seminars and consulted with firms such as Avaya, BMW, Continental, Cummins Turbo Technologies, Delta Air Lines, John Deere, Metso Paper, Palmetto Health, Sonoco, Verizon, Walmart, and Westinghouse-Toshiba, among others. 

Lee J. Krajewski是俄亥俄州立大學和聖母大學的名譽教授。在俄亥俄州立大學期間，他獲得了大學校友傑出教學獎和商學院傑出教職研究獎。他創辦了卓越製造管理中心並擔任該中心的主任長達四年。Lee還擔任過執行碩士課程的代理主任、管理科學系主任和MBA課程的學術主任。在聖母大學，他擔任了威廉和卡西·戴利管理講座。此外，他還獲得了美國生產和庫存控制協會(APICS)的國家主席獎和國家功勳獎。他曾擔任決策科學學會的主席，並於1988年當選為該學會的院士。他於2003年獲得了傑出服務獎。Lee曾為三洋公司、西屋公司、富蘭克林化學和俄亥俄銀行等公司進行研討會和諮詢服務。

Manoj K. Malhotra是凱斯西儲大學威瑟黑德管理學院的院長和阿爾伯特·J·威瑟黑德三世管理學教授，也是2019年克利夫蘭領導力班的成員。此前，他曾擔任南卡羅來納大學達拉摩爾商學院研究生課程高級副院長、傑夫·B·貝茨教授和管理科學系主任。他還在2005年至2017年期間擔任摩爾學院全球供應鏈和流程管理中心的創始主任。他於1983年在印度理工學院獲得工程學學士學位，並於1990年在俄亥俄州立大學獲得運營管理博士學位。他是決策科學學會、生產和運營管理學會以及美國生產和庫存管理學會的院士。Manoj曾為Avaya、BMW、康迪爾、康明斯渦輪技術、達美航空、約翰迪爾、Metso Paper、Palmetto Health、Sonoco、Verizon、沃爾瑪和西屋東芝等公司進行研討會和諮詢服務。

1. Using Operations to Create Value
 Supplement A: Decision Making 
PART 1: MANAGING PROCESSES
2. Process Strategy and Analysis
3. Quality and Performance
4. Lean Systems
5. Capacity Planning
 Supplement B: Waiting Lines
6. Constraint Management
7. Project Management
PART 2: MANAGING CUSTOMER DEMAND
8. Forecasting
9. Inventory Management
 Supplement C: Special Inventory Models
10. Operations Planning and Scheduling
 Supplement D: Linear Programming
11. Resource Planning
PART 3: MANAGING SUPPLY CHAINS
12. Supply Chain Design
13. Supply Chain Logistic Networks
14. Supply Chain Integration
15. Supply Chain Sustainability

1. 使用運營來創造價值
- 附錄 A: 決策
- 第一部分: 管理流程
2. 流程策略與分析
3. 品質與績效
4. 精益系統
5. 能力規劃
- 附錄 B: 等待行列
6. 約束管理
7. 專案管理
- 第二部分: 管理客戶需求
8. 預測
9. 庫存管理
- 附錄 C: 特殊庫存模型
10. 運營計劃與排程
- 附錄 D: 線性規劃
11. 資源規劃
- 第三部分: 管理供應鏈
12. 供應鏈設計
13. 供應鏈物流網絡
14. 供應鏈整合
15. 供應鏈可持續性