Эксоцман
на главную поиск contacts

Operations Management for MBAs

Опубликовано на портале: 26-04-2007
Изд-во: Wiley, 2006, 439 с.
Focus on the Needs of the MBA Student! Meredith and Shafer introduce the key topics of operations management focusing on the needs of MBA students. Contemporary concepts of relevance to MBA students such as the balanced scorecard, core competency, mass customization, benchmarking, business process design, and enterprise resource planning (SAP) are also included. More importantly, the book is written with the marketing, finance, and other majors in mind, emphasizing how a basic understanding of operations is important to all career paths. Operations management for MBAs is also specifically designed to allow the professor to tailor their course around the students' needs! The streamlined coverage of concepts provides the instructor with the opportunity to integrate additional materials into the course such as cases and readings, further enhancing student learning. Furthermore, having a text that solidly covers just the fundamental concepts provides students with the background needed to integrate these important supplementary materials

Chapter 1. The Nature of Operations
  • Operations
  • Operations Activities
  • The Experience Economy
  • Two Views of Organizations

    Chapter 2. Strategy, Operations, and Global Competitiveness

  • Global Competition
  • Strategy Formulation and Implementation
  • Strategic Frameworks
  • Critical Value factors

    Chapter 3. Process Planning and Design

  • Forms of Transformation Systems
  • Selection of a transformation System
  • New Transformation Technologies and Reengineering

    Chapter 4. Six Sigma for Process and Quality Improvement

  • Quality Management and Six Sigma in Perspective
  • The Define Phase
  • The Measure Phase
  • The Analyze Phase
  • The Improve Phase
  • The Control Phase
  • Six Sigma in Practice
  • Quality in Services
  • Quality Awards and Certifications

    Chapter 5. Capacity and Location Planning

  • Forecasting Purposes and Methods
  • Long-Term Capacity/Location Planning
  • Short-Term Capacity Planning

    Chapter 6. Schedule Management

  • The Sequence of Scheduling Activities
  • Aggregate Planning
  • Master Scheduling
  • Scheduling Services

    Chapter 7. Supply Chain Management

  • Defining Supply Chain Management
  • Supply Chain Strategy
  • Supply Chain Design
  • Outsourcing and Global Sourcing
  • Role of Information Technology
  • Successful Supply Chain Management

    Chapter 8. Inventory Management

  • General Considerations
  • Priorities for Inventory Management: The ABC Concept
  • The Economic Order Quantity (EOQ)
  • Reorder Point (ROP) Models

    Chapter 9. Enterprise Resource Planning

  • MRP for Dependent Demand
  • MRP Extensions
  • Enterprise Resource Planning (ERP)

    Chapter 10. Lean Management

  • History and Philosophy of Lean
  • Traditional Systems Compared with Lean
  • Specify Value
  • Identify the Value Stream
  • Make Value Flow
  • Pull Value Through the Value Stream
  • Pursue Perfection
  • Benefits of Lean

    Chapter 11. Project Management

  • Defining a Project
  • Planning the Project
  • Scheduling the Project: Pert and CPM
  • Controlling the Project: Earned Value
  • Goldratt’s Critical Chain

    Appendix: Risk Analysis Using Crystal Ball 2000

    Index

  • Ключевые слова

    См. также:
    Наталья Рэмовна Кельчевская, Лариса Анатольевна Романова
    Университетское управление. 2004.  № 3(31). С. 59-62. 
    [Статья]
    Вера Владимировна Азарьева, Сергей Анатольевич Степанов
    Университетское управление. 2005.  № 4(37). С. 48-55. 
    [Статья]
    Jack R. Meredith, Samuel J. Mantel, Jr.
    [Книга]
    Михаил Игоревич Иродов, Сергей Васильевич Разумов
    Университетское управление. 2003.  № 2(25). С. 90-95. 
    [Статья]
    Вера Владимировна Азарьева
    Университетское управление. 2004.  № 2(30). С. 110-113. 
    [Статья]