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[null,null,"Autore",null,"Krajewski Lee J."]
[null,null,"Titolo",null,"Operations management : processes and supply chains / / Lee J. Krajewski, Manoj K. Malhotra, Larry P. Ritzman"]
[null,null,"Pubbl/distr/stampa",null,"Boston : , : Pearson, , [2016]"]
[{"$nulls":4},"©2016"]
[null,null,"Edizione",null,"[Eleventh edition. Global edition.]"]
[null,null,"Descrizione fisica",null,"1 online resource (664 pages) : illustrations"]
[null,null,"Disciplina",null,"658.5"]
[null,null,"Soggetti",null,"Production management"]
[null,null,"Lingua di pubblicazione",null,"Inglese"]
[null,null,"Formato",null,"Materiale a stampa"]
[null,null,null,"Livello bibliografico","Monografia"]
[null,null,null,"Nota di bibliografia","Includes bibliographical references and index."]
[null,null,"Nota di contenuto",null,"Cover -- IFC -- Title Page -- Copyright Page -- About the Authors -- Brief Contents -- Contents -- Preface -- Chapter 1 USING OPERATIONS TO CREATE VALUE -- Disney -- Role of Operations in an Organization -- Historical Evolution and Perspectives -- A Process View -- How Processes Work -- Nested Processes -- Service and Manufacturing Processes -- A Supply Chain View -- Core Processes -- Support Processes -- Supply Chain Processes -- Operations Strategy -- Corporate Strategy -- Market Analysis -- Competitive Priorities and Capabilities -- Order Winners and Qualifiers -- Using Competitive Priorities: An Airline Example -- Identifying Gaps between Competitive Priorities and Capabilities -- Addressing the Trends and Challenges in Operations Management -- Productivity Improvement -- Global Competition -- Managerial Practice 1.1 Japanese Earthquake and its Supply Chain Impact -- Ethical, Workforce Diversity, and Environmental Issues -- Designing and Operating Processes and Supply Chains -- Adding Value with Process Innovation -- Learning Goals in Review -- MyoMlab Resources -- Key Equations -- Key Terms -- Solved Problems -- Discussion Questions -- Problems -- Active Model Exercise -- Video Case using Operations to Create Value at Crayola -- Case Theorganicgrocer.com -- Supplement A Decision Making Models -- Break-Even analysis -- Evaluating Services or Products -- Evaluating Processes -- Preference Matrix -- Decision theory -- Decision Making under Certainty -- Decision Making under Uncertainty -- Decision Making under Risk -- Decision trees -- Learning Goals in review -- MyoMlab Resources -- Key Equations -- Key Terms -- Solved Problems -- Problems -- Part 1 Process Management -- Chapter 2 PROCESS "]
[{"$nulls":4},"STRATEGY AND ANALYSIS -- McDonald's Corporation -- Process Structure in Services -- Customer-Contact Matrix -- Service Process Structuring."]
[{"$nulls":4},"Process Structure in Manufacturing -- Product-Process Matrix -- Manufacturing Process Structuring -- Production and Inventory Strategies -- Layout -- Process Strategy Decisions -- Customer Involvement -- Managerial Practice 2.1 customer involvement at eBay -- Resource Flexibility -- Capital Intensity -- Strategic Fit -- Decision Patterns for Service Processes -- Decision Patterns for Manufacturing Processes -- Gaining Focus -- Strategies for Change -- Process Reengineering -- Process Improvement -- Process Analysis -- Documenting and Evaluating the Process -- Flowcharts -- Work Measurement Techniques -- Process Charts -- Data Analysis Tools -- Redesigning and Managing Process Improvements -- Questioning and Brainstorming -- Benchmarking -- Implementing -- Learning Goals in review -- MyoMlab Resources -- Key Terms -- Solved Problems -- Discussion Questions -- Problems -- Active Model Exercise -- Video Case Process Analysis at Starwood -- Case Sims Metal Management -- Case José's Authentic Mexican Restaurant -- Chapter 3 MANAGING QUALITY -- QVC -- Costs of Quality -- Prevention Costs -- Appraisal Costs -- Internal Failure Costs -- External Failure Costs -- Ethical Failure Costs -- Total Quality Management and Six Sigma -- Total Quality Management -- Managerial Practice 3.1 Quality at Verizon Wireless -- Six Sigma -- Acceptance Sampling -- Statistical Process Control -- Variation of outputs -- Control Charts -- Control Charts for Variables -- Control Charts for Attributes -- Process Capability -- Defining Process Capability -- Using Continuous Improvement to Determine the Capability of a Process -- International Quality Documentation Standards and awards -- The ISo 9001:2008 Documentation Standards -- The ISo 140001:2004 environmental Management System -- Benefits of ISo Certification -- Benefits of the Baldrige Performance excellence Program."]
[{"$nulls":4},"Learning Goals in review -- MyoMlab Resources -- Key Equations -- Key Terms -- Solved Problems -- Discussion Questions -- Problems -- Active Model Exercise -- Video Case Process Performance and Quality at Starwood Hotels & Resorts -- Experiential Learning Statistical Process Control with a Coin Catapult -- Chapter 4 PLANNING CAPACITY -- Tesla Motors -- Planning Long-term Capacity -- Measures of Capacity and utilization -- Economies of Scale -- Diseconomies of Scale -- Capacity timing and Sizing Strategies -- Sizing Capacity Cushions -- Timing and Sizing expansion -- Managerial Practice 4.1 Expansionist Capacity Strategy by Sharp Corporation -- Linking Capacity and other Decisions -- A Systematic Approach to Long-Term Capacity Decisions -- Step 1: Estimate Capacity Requirements -- Step 2: Identify Gaps -- Step 3: Develop Alternatives -- Step 4: Evaluate the Alternatives -- Tools for Capacity Planning -- Waiting-Line Models -- Simulation -- Decision Trees -- Learning Goals in review -- MyoMlab Resources -- Key Equations -- Key Terms -- Solved Problems -- Discussion Questions -- Problems -- Video Case Gate Turnaround at Southwest Airlines -- Case Fitness Plus, Part A -- Supplement B Waiting Line Models -- Structure of Waiting-Line Problems -- Customer Population -- The Service System -- Priority Rule -- Probability Distributions -- Arrival Distribution -- Service Time Distribution -- Using Waiting-Line Models to analyze Operations -- Single-Server Model -- Multiple-Server Model -- Little's Law -- Finite-Source Model -- Waiting Lines and Simulation -- SimQuick -- Decision Areas for Management -- Learning Goals in review -- MyoMlab Resources -- Key Equations -- Key Terms -- Solved Problem -- Problems -- Chapter 5 "]
[{"$nulls":4},"MANAGING PROCESS CONSTRAINTS -- British Petroleum Oil Spill in Gulf of Mexico -- The Theory of Constraints -- Key Principles of the TOC."]
[{"$nulls":4},"Managing Bottlenecks in Service Processes -- Managing Bottlenecks in Manufacturing Processes -- Identifying Bottlenecks -- Relieving Bottlenecks -- Drum-Buffer-Rope Systems -- Applying the Theory of Constraints to Product Mix Decisions -- Managing Constraints in Line Processes -- Line Balancing -- Rebalancing the Assembly Line -- Managerial Considerations -- Managerial Practice 5.1 Assembly Line Balancing at Chrysler -- Learning Goals in Review -- MyoMlab Resources -- Key Equations -- Key Terms -- Solved Problems -- Discussion Questions -- Problems -- Video Case Constraint Management at Southwest Airlines -- Experiential Learning Min-yo Garment Company -- Chapter 6 DESIGNING LEAN SYSTEMS -- Aldi -- Continuous Improvement Using a Lean Systems Approach -- Strategic Characteristics of Lean Systems -- Supply Chain Considerations in Lean Systems -- Process Considerations in Lean Systems -- Toyota Production System -- Designing Lean System Layouts -- One Worker, Multiple Machines -- Group Technology -- Managerial Practice 6.1 Panasonic corporation -- Value Stream Mapping -- The Kanban System -- General operating Rules -- Determining the Number of Containers -- Other Kanban Signals -- Operational Benefits and Implementation Issues -- Organizational Considerations -- Process Considerations -- Inventory and Scheduling -- Learning Goals in review -- MyoMlab Resources -- Key Equation -- Key Terms -- Solved Problems -- Discussion Questions -- Problems -- Case duraweld Ltd. -- Video Case Lean Systems at Autoliv -- Chapter 7 MANAGING EFFECTIVE PROJECTS -- XBOX 360 -- Defining and Organizing Projects -- Defining the Scope and objectives of a Project -- Selecting the Project Manager and Team -- Recognizing Organizational Structure -- Constructing Project Networks -- Defining the Work Breakdown Structure -- Diagramming the Network -- Developing the Project Schedule."]
[{"$nulls":4},"Critical Path -- Project Schedule -- Activity Slack -- Analyzing Cost-Time Trade-Offs -- Cost to Crash -- Minimizing Costs -- Assessing and Analyzing Risks -- Risk-Management Plans -- Managerial Plans 7.1 san Francisco-Oakland Bay Bridge -- Statistical Analysis -- Analyzing Probabilities -- Near-Critical Paths -- Monitoring and Controlling Projects -- Monitoring Project Status -- Monitoring Project Resources -- Controlling Projects -- Learning Goals in review -- MyoMlab Resources -- Key Equations -- Key Terms -- Solved Problems -- Discussion Questions -- Problems -- Active Model Exercise -- Case The Pert Mustang -- Video Case Project Management at the Phoenician -- Part 2 Customer Demand Management -- Chapter 8 FORECASTING DEMAND -- Kimberly-Clark -- Managing Demand -- Demand Patterns -- Demand Management Options -- Key Decisions on Making Forecasts -- Deciding What to Forecast -- Choosing the Type of Forecasting Technique -- Forecast Error -- Cumulative Sum of Forecast Errors -- Dispersion of Forecast Errors -- Mean Absolute Percent Error -- Computer Support -- Judgment Methods -- Causal Methods: Linear Regression -- Time-Series Methods -- Naïve Forecast -- Horizontal Patterns: Estimating the Average -- Trend Patterns: Using Regression -- Seasonal Patterns: Using Seasonal Factors -- Criteria for Selecting Time-Series Methods -- Forecasting as a Process -- A Typical Forecasting Process -- Using Multiple Forecasting Methods -- Managerial Practice 8.1 Combination Forecasts and the Forecasting Process -- Adding Collaboration to the Process -- Forecasting as a Nested Process -- Learning Goals in review -- MyoMlab Resources -- Key Equations -- Key Terms -- Solved Problems -- Discussion Questions -- Problems -- Video Case Forecasting and Supply Chain "]
[{"$nulls":4},"Management at Deckers Outdoor Corporation -- Case Yankee Fork and Hoe Company."]
[{"$nulls":4},"Experiential Learning 8.1 Forecasting a Vital Energy Statistic."]
[null,null,null,"Sommario/riassunto","For undergraduate and graduate operations management courses.     A managerial approach to operations management  Operations Management provides students with a comprehensive framework for addressing operational process and supply chain issues and uses a systemized approach while focusing on issues of current interest. The text has ample opportunities for students to experience the role of a manager with challenging problems, cases, simulations, experiential exercises, and tightly integrated online resources.      MyOMLab is an online homework, tutorial, and assessment product designed to personalize learning and improve results. With a wide range of interactive, engaging, and assignable activities, students are encouraged to actively learn and retain tough course concepts.         Please note that the product you are purchasing does not include MyOMLab.      MyOMLab     Join over 11 million students benefiting from Pearson MyLabs.  This title can be supported by MyOMLab, an online homework and tutorial system designed to test and build your understanding. Would you like to use the power of MyOMLab to accelerate your learning?  You need both an access card and a course ID to access MyOMLab.     These are the steps you need to take:  1.  Make sure that your lecturer is already using the system   Ask your lecturer before purchasing a MyLab product as you will need a course ID from them before you can gain access to the system.  2.  Check whether an access card has been included with the book at a reduced cost   If it has, it will be on the inside back cover of the book.  3. If you have a course ID but no access code, you can benefit from MyOMLab at a reduced price by purchasing a pack containing a copy of the book and an access code for MyOMLab (ISBN:9781292093987)  4.  If your lecturer"]
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