Operations and supply chain management for MBAs / (Record no. 1890)
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| 000 -LEADER | |
|---|---|
| fixed length control field | 08623cam a2200337 i 4500 |
| 001 - CONTROL NUMBER | |
| control field | 001890 |
| 003 - CONTROL NUMBER IDENTIFIER | |
| control field | MIUC |
| 005 - DATE AND TIME OF LATEST TRANSACTION | |
| control field | 20211123113126.0 |
| 008 - FIXED-LENGTH DATA ELEMENTS--GENERAL INFORMATION | |
| fixed length control field | 211123s2019 nju 001 0 eng |
| 020 ## - INTERNATIONAL STANDARD BOOK NUMBER | |
| International Standard Book Number | 9781119563235 |
| Qualifying information | (paperback) |
| 020 ## - INTERNATIONAL STANDARD BOOK NUMBER | |
| Canceled/invalid ISBN | 9781119605492 |
| Qualifying information | (adobe pdf) |
| 020 ## - INTERNATIONAL STANDARD BOOK NUMBER | |
| Canceled/invalid ISBN | 9781119563075 |
| Qualifying information | (epub) |
| 040 ## - CATALOGING SOURCE | |
| Original cataloging agency | DLC |
| Language of cataloging | eng |
| Description conventions | rda |
| Transcribing agency | DLC |
| Modifying agency | rda |
| 082 00 - DEWEY DECIMAL CLASSIFICATION NUMBER | |
| Classification number | 658.5 |
| Edition number | 23 |
| 100 1# - MAIN ENTRY--PERSONAL NAME | |
| Personal name | Meredith, Jack R. |
| Relator term | author |
| 9 (RLIN) | 5471 |
| 952 ## - Items | |
| Itemnumber | 2255 |
| 245 10 - TITLE STATEMENT | |
| Title | Operations and supply chain management for MBAs / |
| Statement of responsibility, etc. | Jack R. Meredith and Scott M. Shafer. |
| 250 ## - EDITION STATEMENT | |
| Edition statement | Seventh edition. |
| 264 #1 - PRODUCTION, PUBLICATION, DISTRIBUTION, MANUFACTURE, AND COPYRIGHT NOTICE | |
| Place of production, publication, distribution, manufacture | Hoboken : |
| Name of producer, publisher, distributor, manufacturer | Wiley, |
| Date of production, publication, distribution, manufacture, or copyright notice | 2019. |
| 300 ## - PHYSICAL DESCRIPTION | |
| Extent | xvi, 394 pages : |
| Other physical details | illustration b&w ; |
| Dimensions | 25 cm. |
| 336 ## - CONTENT TYPE | |
| Content type term | text |
| Source | rdacontent |
| 337 ## - MEDIA TYPE | |
| Media type term | unmediated |
| Source | rdamedia |
| 338 ## - CARRIER TYPE | |
| Carrier type term | volume |
| Source | rdacarrier |
| 500 ## - GENERAL NOTE | |
| General note | Includes index. |
| 505 00 - FORMATTED CONTENTS NOTE | |
| Formatted contents note | Part 1 Strategy and Execution -- <br/>1 Operations and Supply Chain Strategy for Competitiveness ;<br/>1.1 Introduction ; <br/>1.2 Operations ; <br/>1.2.1 Systems Perspective ; <br/>1.2.2 Inputs ; <br/>1.2.3 Value-Creation Processes ; <br/>1.2.4 Outputs ; <br/>1.2.5 Control ; <br/>1.2.6 Operations Activities ; <br/>1.2.7 Trends in Operations and Supply Chain Management ; <br/>1.3 Customer Value ; <br/>1.3.1 Costs ; <br/>1.3.2 Innovativeness ; <br/>1.3.3 Functionality ; <br/>1.3.4 Quality ; <br/>1.3.5 Customization ; <br/>1.3.6 Responsiveness ; <br/>1.4 Strategy and Competitiveness ; <br/>1.4.1 Global Trends ; <br/>1.4.2 Strategy ; <br/>1.4.3 Strategic Frameworks ; <br/>1.4.4 Core Capabilities ; <br/>1.5 Productivity ; <br/>1.5.1 Improving Productivity Rates -- <br/>2 Executing Strategy: Project Management ; <br/>2.1 Introduction ; <br/>2.2 Defining a Project ; <br/>2.3 Planning the Project ;<br/>2.3.1 The Project Portfolio ; <br/>2.3.2 The Project Life Cycle ; <br/>2.3.3 Projects in the Organizational Structure ; <br/>2.3.4 Organizing the Project Team ; <br/>2.3.5 Project Plans ; <br/>2.3.6 Change Management ; <br/>2.4 Scheduling the Project ; <br/>2.4.1 Project Scheduling with Certain Activity Times: A Process Improvement Example ; <br/>2.4.2 Project Scheduling with Uncertain Activity Times ; <br/>2.4.3 Project Management Software Capabilities ; <br/>2.4.4 Goldratt’s Critical Chain ; <br/>2.4.5 Agile Project Management ; <br/>2.5 Expediting the Project: Trade-Offs Between Cost and Time ; <br/>2.6 Controlling the Project: Cost and Performance -- <br/>Part 2 Product and Process Design -- <br/>3 Product and Process Planning ; <br/>3.1 Introduction ; <br/>3.2 Product Design ; <br/>3.3 Forms of Transformation Systems ; <br/>3.3.1 Continuous Process ; <br/>3.3.2 Flow Shops ; <br/>3.3.3 Job Shops ; <br/>3.3.4 Cellular Production ; <br/>3.3.5 Project Operations ; <br/>3.4 Selection of a Transformation System ;<br/>3.4.1 Considerations of Volume and Variety ;<br/>3.4.2 Product and Process Life Cycle ; <br/>3.4.3 Service Processes -- <br/>4 Capacity and Scheduling ; <br/>4.1 Introduction ; <br/>4.2 Long-Term Capacity Planning ; <br/>4.2.1 Capacity Planning Strategies ; <br/>4.3 Effectively Utilizing Capacity Through Schedule Management ; <br/>4.3.1 Scheduling Services ; <br/>4.4 Short-Term Capacity Planning ; <br/>4.4.1 Process-Flow Analysis ; <br/>4.4.2 Short-Term Capacity Alternatives ; <br/>4.4.3 Capacity Planning for Services ; <br/>4.4.4 The Learning Curve ; <br/>4.4.5 Capacity and Waiting ; <br/>4.4.6 Measuring the Performance of the Basic Queuing System ; <br/>4.4.7 Human Aspects and the Psychology of Waiting -- <br/>5 Strategic Management of Supply Chains ; <br/>5.1 Introduction ; <br/>5.2 Defining SCM ; <br/>5.3 Supply Chain Strategy ; <br/>5.3.1 Strategic Need for SCM ; <br/>5.3.2 Measures of Supply Chain Performance ; <br/>5.4 Supply Chain Design ; <br/>5.4.1 Logistics ; <br/>5.5 Sourcing Strategies and Outsourcing ; <br/>5.5.1 Purchasing/Procurement ; <br/>5.5.2 Supplier Management ; <br/>5.6 Role of Information Technology ; <br/>5.6.1 ERP ; <br/>5.6.2 Customer Relationship Management Systems ; <br/>5.6.3 Block Chain Technology ; <br/>5.7 Successful SCM ; <br/>5.7.1 Closed-Loop Supply Chains and Reverse Logistics ; <br/>Supplement A—The Beer Game ; <br/>6 Supply Chain Planning and Analytics ; <br/>6.1 Introduction ; <br/>6.2 Importance of Supply Chain Planning and Analytics ;<br/>6.3 Demand Planning ; <br/>6.3.1 Forecasting Methods ; <br/>6.3.2 Factors Influencing the Choice of Forecasting Method ; <br/>6.3.3 Time Series Analysis ; <br/>6.3.4 Causal Forecasting with Regression ; <br/>6.3.5 Assessing the Accuracy of Forecasting Models ; <br/>6.4 Sales and Operations Planning ; <br/>6.4.1 Aggregate Planning Strategies ; <br/>6.4.2 Determining the Service Level: An Example Using the Newsvendor Problem ; <br/>6.4.3 Collaborative Planning Forecasting and Replenishment ; <br/>6.5 Inventory and Supply Planning ; <br/>6.5.1 Functions of Inventories ; <br/>6.5.2 Forms of Inventories ; <br/>6.5.3 Inventory-Related Costs ; <br/>6.5.4 Decisions in Inventory Management ; <br/>Supplement A—The Economic Order Quantity Model -- <br/>Part 3 Managing and Improving the Process ; <br/>7 Monitoring and Controlling the Processes ; <br/>7.1 Introduction ; <br/>7.2 Monitoring and Control ; <br/>7.3 Process Monitoring ; <br/>7.3.1 Stages of Operational Effectiveness ; <br/>7.3.2 Balanced Scorecard ; <br/>7.3.3 The Strategy Map ; <br/>7.3.4 ISO 9000 and 14000 ; <br/>7.3.5 Failure Mode and Effect Analysis (FMEA) ; <br/>7.4 Process Control ; <br/>7.4.1 Statistical Process Control ; <br/>7.4.2 Constructing Control Charts ; <br/>7.5 Controlling Service Quality ; <br/>7.5.1 Service Defections ; <br/>8 Process Improvement: Six Sigma ; <br/>8.1 Introduction ; <br/>8.2 Approaches for Process Improvement ; <br/>8.3 Business Process Design (Reengineering) ; <br/>8.4 Six Sigma and the DMAIC Improvement Process ; <br/>8.4.1 Example Six Sigma Project ; <br/>8.5 The Define Phase ; <br/>8.5.1 Process Mapping ; <br/>8.5.2 Benchmarking ; <br/>8.5.3 Quality Function Deployment (QDF) ; <br/>8.5.4 The Kano Model ; <br/>8.6 The Measure Phase ; <br/>8.6.1 Defects per Million Opportunities (DPMO) ; <br/>8.6.2 Measurement Systems Analysis ; <br/>8.7 The Analyze Phase ; <br/>8.7.1 Brainstorming ; <br/>8.7.2 Cause-and-Effect Diagrams ; <br/>8.7.3 Process Capability Analysis ; <br/>8.8 The Improve Phase ; <br/>8.8.1 Design of Experiments ; <br/>8.9 The Control Phase ; <br/>8.10 Six Sigma in Practice ; <br/>8.10.1 Six Sigma Roles ; <br/>8.10.2 Becoming Certified ; <br/>8.10.3 The Need to Customize Six Sigma Programs ; <br/>9 Process Improvement: Lean ; <br/>9.1 Introduction ; <br/>9.2 History and Philosophy of Lean ; <br/>9.2.1 Traditional Systems Compared with Lean ; <br/>9.3 Specify Value and Identify the Value Stream ; <br/>9.3.1 Identify the Value Stream ; <br/>9.4 Make Value Flow ; <br/>9.4.1 Continuous Flow Manufacturing ; <br/>9.4.2 The Theory of Constraints ; <br/>9.5 Pull Value Through the Value Stream ; <br/>9.5.1 Kanban/JIT in Services ; <br/>9.6 Pursue Perfection ; <br/>9.6.1 5S ; <br/>9.6.2 The Visual Factory ; <br/>9.6.3 Kaizen ; <br/>9.6.4 Poka Yoke ; <br/>9.6.5 Total Productive Maintenance ; <br/>9.7 Benefits of Lean and Lean Six Sigma ; <br/>9.7.1 Lean Six Sigma ; <br/>Cases ; <br/>BPO, Incorporated: Call Center Six Sigma Project ; <br/>Peerless Laser Processors ; <br/>General Micro Electronics, Inc.: Semiconductor Assembly Process ; <br/>Heublein: Project Management and Control System ; <br/>D. U. Singer Hospital Products Corp. ; <br/>Automotive Builders, Inc.: The Stanhope Project ; <br/>Area Under the Normal Distribution ; <br/>Glossary ; <br/>Index. |
| 520 ## - SUMMARY, ETC. | |
| Summary, etc. | The seventh edition of Operations and Supply Chain Management for MBAs is the definitive introduction to the fundamental concepts of supply chain and operations management. Designed specifically to meet the needs of MBA students, this market-leading book offers clear presentation of topics such process planning and design, capacity and location planning, schedule and inventory management, and enterprise resource planning. A strategic, conceptual approach helps readers comprehend the contemporary issues they will soon be facing in industry.<br/><br/>This concisely-formatted volume enables instructors to customize their courses for the unique requirements of MBA programs. Each chapter integrates material directly into the textrather than sidebars, highlights, and other pedagogical devicesto achieve a smooth, easy-to-read narrative flow. Carefully selected questions prompt discussions that complement the mature, more experienced nature of MBA students, while case studies and supplementary materials illustrate key concepts and practices. Topics such as outsourcing and global sourcing, the role of information technology, and global competitiveness strategies assist students to understand working and competing in the globalized economy. |
| 650 #0 - SUBJECT ADDED ENTRY--TOPICAL TERM | |
| Topical term or geographic name entry element | Production management |
| 9 (RLIN) | 23 |
| 650 #0 - SUBJECT ADDED ENTRY--TOPICAL TERM | |
| Topical term or geographic name entry element | Business logistics |
| 9 (RLIN) | 2617 |
| 700 1# - ADDED ENTRY--PERSONAL NAME | |
| Personal name | Shafer, Scott M. |
| Relator term | author |
| 9 (RLIN) | 5472 |
| 776 08 - ADDITIONAL PHYSICAL FORM ENTRY | |
| Relationship information | Online version: |
| Main entry heading | Meredith, Jack R., |
| Title | Operations and supply chain management for MBAs |
| Edition | Seventh edition. |
| Place, publisher, and date of publication | Hoboken : Wiley, 2019. |
| International Standard Book Number | 9781119605492 |
| Record control number | (DLC) 2019024036 |
| 942 ## - ADDED ENTRY ELEMENTS (KOHA) | |
| Source of classification or shelving scheme | Dewey Decimal Classification |
| Koha item type | Books |
| Withdrawn status | Lost status | Source of classification or shelving scheme | Damaged status | Not for loan | Home library | Current library | Shelving location | Date acquired | Source of acquisition | Cost, normal purchase price | Total Checkouts | Full call number | Date last seen | Cost, replacement price | Price effective from | Koha item type |
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
| Dewey Decimal Classification | Marbella International University Centre | Marbella International University Centre | Library | 09/11/2021 | 1 | 66.10 | 658.5 MER ope | 09/11/2021 | 66.10 | 09/11/2021 | Books |