TY - BOOK AU - Swink,Morgan AU - Melnyk,Steven A. AU - Hartley,Janet L. TI - Managing operations across the supply chain T2 - The McGraw-Hill series in operations and decision sciences SN - 9781266229770 AV - HD38.5 .M36175 2024 U1 - 658.5 23/eng/20221031 PY - 2024///] CY - New York PB - McGraw-Hill KW - Business logistics KW - Production management KW - Industrial management N1 - Includes bibliographical references and indexes; Contents Chapter 1: Introduction to Managing Operations Across the Supply Chain Part 1: Supply Chain: a Perspective for Operations Management Introduction A Broad Definition of Supply Chain Operations Management Important Decisions in Supply Chain Operations Management Differences in Goods and Services Operations Processes and Process Thinking Operations Management Yesterday and Today: Growth of the Supply Chain Management Perspective Advances in Technology and Infrastructure Reduction in Governmental Barriers to Trade Focus on Core Capabilities Collaborative Networks Viewing Operations Management from a Supply Chain Management Perspective Operations Management Partners Across the Supply Chain Cross-Functional Relationships in Operations Management The Changing Nature of Supply Chains Levels of Operational Planning Across the Supply Chain How This Book Is Structured Chapter Summary Key Terms Discussion Questions Case: Business Textbook Supply Chain Case: Cemex’s Digital Transformation Selected Readings & Internet Sites Chapter 2: Operations and Supply Chain Strategy Introduction Levels of Strategic Planning Corporate Strategic Planning Business Unit Strategic Planning Functional Strategic Planning Developing Operations Strategy: Creating Value Through Strategic Choices Key Customers Assessing Customer Wants and Needs Value Propositions and Competitive Priorities Product-Related Competitive Priorities Process-Related Competitive Priorities Capabilities: Strengths and Limitations of Supply Chain Operations Maintaining the Fit between Customer Outcomes, Value Propositions, and Capabilities Deploying Operations Strategy: Creating Value Through Execution Feedback/Measurement: Communicating and Assessing Operations Strategy The Strategic Profit Model Chapter Summary Key Terms Discussion Questions Solved Problem Problems Case: Otis Toy Trains Explores the Supply Chain Case: Steinway & Sons Piano Case: Trail Frames Chassis Case: Lil’ Me Dolls Deals with the Millions of Toys (MOT) Proposal Selected Readings & Internet Sites Additional Photo Credits Chapter 3: Managing Processes and Capacity Part 2: Foundations of Operations Management Introduction Processes and Process Thinking Anatomy of a Process Activities of a Process Inputs, Outputs, and Flows Structure Management Policies Capacity Planning Economies and Diseconomies of Scale The Relationship between Processes and Capacity Process Capacity and Utilization Principles of Process Performance: the Theory of Constraints Principle 1: Every Process Has a Constraint Estimating Capacity Requirements Principle 2: Every Process Contains Variance That Consumes Capacity Principle 3: Every Process Must Be Managed as a System Principle 4: Performance Measures Are Crucial to the Process’s Success Principle 5: Every Process Must Continuously Improve Chapter Summary Key Terms Discussion Questions Solved Problems Problems Case: Evergreen Products Case: Midas Gold Juice Company Case: American Vinyl Products Selected Readings Chapter 3s: Process Mapping and Analysis Introduction The “Process” of Process Mapping and Analysis American Health and Medical Products (AHMP) Step 1: Identify the Desired Outcomes in Advance Step 2: Identify and Bound the Critical Process Step 3: Document the Existing Process (the “Current State” Map) Step 4: Analyze the Process and Identify Opportunities for Improvement Step 5: Recommend Appropriate Changes to the Process (the “Future State” Map) Step 6: Implement the Changes and Monitor Improvements Applying Processing Mapping to the "Real" World Other Processing Mapping Tools Supplement Summary Key Terms Problems Case: Midwestern Lighting Selected Readings & Internet Sites Chapter 4: Product/Process Innovation Introduction The Role of Product/Process Innovation in Supply Chain Operations Management The Product Life Cycle How Product/Process Innovation Affects Firm Performance Innovation Competencies Idea and Opportunity Development Innovation Portfolio Planning2 Innovation Project Management New Product/Process Launch and Learning Codevelopment Product/Process Design and Development The Stage-Gate Process Integrated Product/Process Design and Development: Concurrent Engineering Design for the Customer Design for Supply Chain Operations Enabling Technologies for Product/Process Innovation Chapter Summary Key Terms Discussion Questions Problems Case: The ALPHA Timer Development Project (A) Case: The ALPHA Timer Development Project (B) Case: The ALPHA Timer Development Project (C) Case: Taco Explosion Selected Readings & Internet Sites Chapter 5: Manufacturing and Service Process Structures Introduction Process Structures Product-Process Matrix Processes within a Supply Chain Aligning Process Structure and Market Orientation Unique Aspects of Service Processes Service Process Matrix Managing Front-Office and Back-Office Processes Operations Layout Fixed-Position Layout Functional Layout Product Layout Line Balancing in Product Layouts Cellular Layout Capability Enabling Technologies Established Technologies Emerging Digital Technologies Challenges to Digital Transformation Chapter Summary Key Terms Discussion Questions Solved Problems Problems Case: Coffee Roasters Case: Sonnie’s Gourmet Sandwich Café Selected Readings & Internet Sites Chapter 6: Managing Quality Introduction Defining the Dimensions of Quality Functional Roles in Quality Management Core Values and Concepts of Quality Management TQM: A “Total” View of Quality Recognizing the Total Impacts of Quality Performance An Inverted View of Management Process-Oriented Focus on Prevention and Problem Solving Viewing Quality Management as a Never-Ending Quest Building an Organizational Culture around Quality Quality Goes Digital Guiding Methodologies for Quality Management Plan-Do-Check-Act Cycles (Deming Wheel) Six Sigma: A Systematic Approach to Quality Management DMAIC: The Six Sigma Process Design for Six Sigma Implementing Six Sigma Certifying Progress in Quality Management ISO 9000: An International Quality Standard Attaining ISO 9000 Certification Industry Interpretations of ISO 9000 Chapter Summary Key Terms Discussion Questions Problems Case: Aqua-Fun Case: A Comment on Management Attitude Selected Readings & Internet Sites Chapter 6s: Chapter Supplement: Quality Improvement Tools Introduction Overview Standard Problem Solving Approach Quality Improvement Tools Pear Computers: Using Quality Tools to Improve Performance Histograms Cause-and-Effect Diagrams Check Sheets Pareto Analysis Scatter Diagram Process Flow Diagram Process Capability Analysis: Cp and Cpk Process Control Charts Taguchi Methods/Design of Experiments Moments of Truth Analysis Other Quality Control Tools Supplement Summary Key Terms Solved Problems Problems Case: The Tragedy of R.M.S. Titanic Case: The Bully Boy Bagging Line Selected Readings & Internet Sites Chapter 7: Managing Inventories Introduction Types and Roles of Inventory Types of Inventory The Roles of Inventory The Financial Impact of Inventory Balance Sheet Considerations Costs Related to Inventory Measures of Inventory Performance Asset Productivity: Inventory Turnover and Days of Supply Service Level Inventory Management Systems The Continuous Review Model The Case of No Variability How Much to Order: Economic Order Quantity When to Order: The Reorder Point EOQ Extensions Enter Variability and Uncertainty Determining the Standard Deviation of Demand During Lead Time Determining a Service Level Policy Revisiting ROP and Average Inventory The Periodic Review Model Single Period Inventory Model Impact of Location on Inventory Location and Inventory/Service Trade-offs Managing Inventory Managing Cycle Stocks Managing Safety Stocks Managing Locations Inventory Information Systems and Accuracy Implementing Inventory Models Managing Inventory Across the Supply Chain Inventory Value in the Supply Chain The Bullwhip Effect Integrated Supply Chain Inventory Management Chapter Summary Key Terms Discussion Questions Solved Problems Problems Case: Inventory at Champion Electric Case: Tasty Treats Case: Dexter’s Chicken Selected Readings and Internet Sites Chapter 8: Lean Systems Introduction Lean Systems Defined Origins of Lean Systems and Just-in-Time Production Strategic Benefit of Lean Systems Lean Systems Objectives, Culture, and Guiding Principles Implementing Lean Systems: Tools And Techniques Total Productive Maintenance (TPM) Group Technology—Cellular Manufacturing Focused Factories TAKT Time Flow Balancing Kanban (Pull) Scheduling Level, Mixed-Model Scheduling Setup Reduction Statistical Process Control Visual Control Quality at the Source Kaizen Events Process Analysis/Value Stream Mapping Poka-Yoke 5-S Program Simplification/Standardization Lean Systems: Range Of Application Applying Lean Systems Broadly within the Firm Applying Lean Systems to Services Applying Lean to Healthcare Applying Lean Systems Across the Supply Chain Lean and the COVID19 Pandemic—Lessons Learned Applying Lean Systems to Product Innovation Lean—Other Applications Chapter Summary Key Terms Discussion Questions Case: Good Guy Hospital Supply Case: Purchasing at Midwestern State University Case: Western Telephone Manufacturing Selected Readings Chapter 9: Customer Service Management Part 3: Integrating Relationships Across the Supply Chain Introduction Basic Service Product Availability Order-to-Delivery Lead Time Service Reliability Service Information The Perfect Order Technology Enablement of Basic Service Limitations of Basic Service Customer Satisfaction Customer Expectations Customer Satisfaction Model Limitations of Customer Satisfaction Customer Success Achieving Customer Success Customer Relationship Management Customer Service Strategy Chapter Summary Key Terms Discussion Questions Solved Problem Problems Case: Tiler Industries Case: Johnson Snacks Case: Global Glasses Glitches Selected Readings & Internet Sites Chapter 10: Sourcing and Supply Management Introduction Supply Management’s Impact on Firm and Supply Chain Performance Supply Management Goals Making an Insourcing/Outsourcing Decision Supply Category Management Identify Purchase Categories Develop Strategies Using Portfolio Analysis Examining the Sourcing Process Identify Need and Develop Specifications Identify Potential Suppliers Assess and Select Suppliers Manage Ongoing Supplier Relationships Chapter Summary Key Terms Discussion Questions Solved Problems Problems Case: Category Management at Best Banks Case: Trail Frames Chassis: Insourcing/Outsourcing Decision Case: Dining Service Sourcing at Midwest University Selected Readings & Internet Sites Chapter 11: Logistics Management Introduction The Role of Logistics in Supply Chain Management Order Processing Inventory Management Transportation Management Government’s Role in Transportation Principles of Transportation Economics Consolidation Transportation Modes Last Mile Delivery Transportation Service Selection Warehousing/Distribution Management Primary Functions of Distribution Centers (DCs) Warehouse/DC Operations Materials Handling and Packaging Logistics Network Design Number of Facilities Facility Location Center-of-Gravity Method Third-Party Logistics Service Providers Future Perspectives Changing Consumer Shopping Patterns Labor Challenges and Driver Shortage The Sharing Economy and New Entrants Looking Ahead—Macroeconomic and Geopolitical Factors Chapter Summary Key Terms Discussion Questions Solved Problems Problems Case: Spartan Plastics Case: Lear Corporation Selected Readings & Internet Sites Chapter 12: Demand Planning: Forecasting and Demand Management Part 4: Planning for Integrated Operations Across the Supply Chain Introduction Demand Planning: An Overview The Role That Demand Planning Plays in Operations Management Planning Activities Demand Forecasting Components of Demand Designing a Forecasting Process Judgment-Based Forecasting Statistical Model–Based Forecasting Estimating Trends Adjusting Forecasts for Seasonality Causal Models Simulation Models Artificial Intelligence Assessing the Performance of the Forecasting Process Tracking Forecast Error Acceptability Situational Drivers of Forecast Accuracy Demand Management Improving the Constraints on Demand Planning Improving Information Breadth, Accuracy, and Timeliness Reducing Lead Time Redesigning the Product for Postponement Collaborating and Sharing Information Chapter Summary Key Terms Discussion Questions Solved Problems Problems Case: Rachel’s Breakfast Café Case: C&F Apparel, Inc. Selected Readings & Internet Sites Chapter 13: Sales and Operations Planning Introduction Sales and Operations Planning S&OP Benefits The S&OP Process Achieving Mature S&OP Processes Aggregate Production Planning Relevant Aggregate Planning Costs Aggregate Production Strategies Creating an Aggregate Production Plan Level Production Plan Chase Plan Hybrid Plan Comparing Aggregate Production Plans Aggregate Planning for Service Industries Yield Management An Example of a Service Aggregate Plan Chapter Summary Key Terms Discussion Questions Solved Problem Problems Case: Med-Chem Products: Hospital Division Case: Fitch and Hughes, P.C. Case: Premium Foods' Pandemic Plans Selected Readings & Internet Sites Chapter 14: Materials and Resource Requirements Planning Introduction Materials Requirements Planning (MRP) MRP Inputs Master Production Schedule (MPS) Bill of Materials (BOM) Inventory Records MRP Process MRP Outputs and Use Distribution Requirements Planning (DRP) DRP Planning Process Capacity Requirements Planning (CRP) Advances In Planning Systems Enterprise Resource Planning (ERP) Advanced Planning and Scheduling (APS) Extending Planning across the Supply Chain Chapter Summary Key Terms Discussion Questions Solved Problem Problems Case: QP Industries—The Challenges of Integration Case: The Casual Furniture Company Selected Readings & Internet Sites Chapter 15: Project Management Part 5: Managing Change in Supply Chain Operations Introduction Projects and Project Management How Projects Succeed Stages in the Life of a Project Project Definition Organizing the Project: Pure, Functional, and Matrix Projects Selecting a Project Manager Organizing Project Teams Establishing a Project Charter Project Planning Budgeting for Time and Cost Detailed Scheduling Using the Critical Path Method Analyzing Resources and Trade-Offs Making Time-Cost-Scope Trade-Offs Planning for Uncertainty Project Execution When to Kill a Project Project Completion Managing a Portfolio of Projects Chapter Summary Key Terms Discussion Questions Solved Problem Problems Case: Derek’s European Tour Case: Monolith Productions Selected Readings & Internet Sites Chapter 15s: Chapter Supplement: Advanced Methods for Project Scheduling Introduction Project Crashing: Making Time-Cost Trade-Offs Scheduling a Project with Probabilistic Task Duration Estimates Supplement Summary Key Terms Discussion Questions Solved Problem Problems Selected Readings & Internet Sites Chapter 16: Sustainable Operations Management—Preparing for the Future Introduction The Triple Bottom Line Transforms in ESG The Starting Point - the Triple Bottom Line The First P—Planet Implications for Operations Management: A Broader View of Waste Challenges of Being Environmentally Sustainable ISO 14000—The Standard for Environmental Management Systems The Second P—People Organizational Culture National Culture Diversity, Equity, and Inclusion (DEI) The Third P—Profit and Long-Term Competitive Advantage Changes in Key Customers Changes in Value Propositions Changes in Operational Capabilities Balancing the 3 Ps Reporting and Measuring Corporate Sustainability Efforts Standards—the Building Blocks Environmental, Social and Governance (ESG) - the "New" Lens for Sustainability Sustainability as Corporate Strategy Chapter Summary Key Terms Discussion Questions Case: EuroConstellation Electronics Case: The Problem with Plastics Case: The HyperCar Case: Sourcing Outside the Cage Selected Readings & Internet Sites Appendix A Appendix A Appendix B Appendix B ANSWERS TO SELECTED PROBLEMS Key Themes Index Key Themes Digital Relationships Global Sustainability Name Index Name Index ; Ages 18+; McGraw-Hill N2 - "We continue to live in dynamic and exciting times. Recent years have seen many changes that have affected nearly every aspect of business, including operations management. In this fifth edition of our book, we continue to reflect key shifts in operations management, including transitions: From a focus on the internal system to a focus on the supply chain. In today's highly competitive business environment, organizations must leverage the capabilities of their suppliers and customers. Operations managers must look beyond the "four walls" of the firm and take an integrated supply chain perspective of operations. From a local focus to a global focus. As Thomas L. Friedman pointed out, the world is indeed flat. Business solutions generated in Argentina are used to meet needs in the United States, and parts built by suppliers located in China are used to assemble cars in Canada. Commercial needs have overcome, to a large part, national borders, presenting new opportunities and challenges for operations managers"-- ER -