R. DAN REID is Associate Professor Emeritus of Operations Management at the Whittemore School of Business and Economics at the University of New Hampshire. He holds a Ph.D. in Operations Management from The Ohio State University, an M.B.A. from Angelo State University, and a B.A. in Business Management from the University of Maryland. During the past 20 years, he has taught at The Ohio State University, Ohio University, Bowling Green State University, Otterbein College, and the University of New Hampshire. Dr. Reid's research publications have appeared in numerous journals such as the Production and Inventory Management Journal, Mid-American Journal of Business, Cornell Hotel and Restaurant Administration Quarterly, Hospitality Research and Education Journal, Target, and the OM Review. His research interests include manufacturing planning and control systems, quality in services, purchasing, and supply chain management.

NADA R. SANDERS is Distinguished Professor of Supply Chain Management at the D'Amore-McKim School of Business at Northeastern University. She holds a Ph.D. in Operations Management from The Ohio State University, an M.B.A. from The Ohio State University, and a B.S. in Mechanical Engineering. She has taught for more than 25 years at a variety of academic institutions including The Ohio State University, Lehigh University, Texas Christian University, and Wright State University. Dr. Sanders has extensive research experience and has published in numerous journals such as Decisions Sciences, Journal of Operations Management, Production & Operations Management, Journal of Business Logistics, California Management Review, Sloan Management Review, Omega, Interfaces, and Journal of Behavioral Decision Making. She has authored chapters in books and encyclopedias such as the Routledge Companion for Production and Operations Management, Forecasting Principles Handbook, Encyclopedia of Production and Manufacturing Management, and the Encyclopedia of Electrical and Electronics Engineering. Dr. Sanders consults with numerous companies across a range of industries and is frequently called upon as a keynote speaker and expert witness.

1 Introduction to Operations Management

Chapter Overview

What Is Operations Management?

Differences Between Manufacturing and Service Organizations

Operations Management Decisions

Historical Development

Today's OM Environment

Operations Management in Practice

Within OM: How It All Fits Together

2 Operations Strategy and Competitiveness

Chapter Overview

The Role of Operations Strategy

Developing a Business Strategy

Developing an Operations Strategy

Strategic Role of Technology

Productivity

Operations Strategy Within OM: How It All Fits Together

3 Product Design and Process Selection

Chapter Overview

Product Design

The Product Design Process

Factors Impacting Product Design

Process Selection

Designing Processes

Process Performance Metrics

Linking Product Design and Process Selection

Technology Decisions

Designing Services

Product Design and Process Selection Within OM: How It All Fits Together

4 Supply Chain Management

Chapter Overview

Basic Supply Chains

Issues Affecting Supply Chain Management

The Role of Purchasing

Sourcing Decisions

The Role of Warehouses

Implementing Supply Chain Management

Supply Chain Management Within OM: How It All Fits Together

5 Total Quality Management

Chapter Overview

Defining Quality

Cost of Quality

The Evolution of Total Quality Management (TQM)

The Philosophy of TQM

Quality Awards and Standards

Why TQM Efforts Fail

Total Quality Management (TQM) Within OM: How It All Fits Together

6 Statistical Quality Control

Chapter Overview

What Is Statistical Quality Control?

Sources of Variation: Common and Assignable Causes

Descriptive Statistics

Statistical Process Control Methods

Control Charts for Variables

Control Charts for Attributes

Process Capability

Six Sigma Quality

Acceptance Sampling

Implications for Managers

Statistical Quality Control in Services

Statistical Quality Control (SQC) Within OM: How It All Fits Together

7 Just-in-Time and Lean Systems

Chapter Overview

The Philosophy of JIT

Elements of JIT

Just-in-Time Manufacturing

Total Quality Management

Respect for People

Benefits of JIT

Implementing JIT

JIT in Services

JIT and Lean Systems Within OM: How It All Fits Together

8 Forecasting

Chapter Overview

Principles of Forecasting

Steps in the Forecasting Process

Types of Forecasting Methods

Time Series Models

Causal Models

Measuring Forecast Accuracy

Selecting the Right Forecasting Model

Collaborative Planning, Forecasting, and Replenishment (CPFR)

Forecasting Within OM: How It All Fits Together

9 Capacity Planning and Facility Location

Chapter Overview

Capacity Planning

Making Capacity Planning Decisions

Decision Trees

Location Analysis

Making Location Decisions

Capacity Planning and Facility Location Within OM: How It All Fits Together

10 Facility Layout

Chapter Overview

What Is Layout Planning?

Types of Layouts

Designing Process Layouts

Special Cases of Process Layout

Designing Product Layouts

Group Technology (Cell) Layouts

Facility Layout Within OM: How It All Fits Together

11 Work System Design

Chapter Overview

Work System Design

Job Design

Work Measurement

Compensation

Work System Design within OM: How It All Fits Together

12 Inventory Management

Chapter Overview

Basic Inventory Principles

Inventory Management Objectives

Relevant Inventory Costs

ABC Inventory Classification

Inventory Record Accuracy

Determining Order Quantities

Determining Safety Stock Levels

The Periodic Review System

Inventory Management within OM: How It All Fits Together

13 Aggregate Planning

Chapter Overview

Business Planning

Aggregate Planning Options

Aggregate Plan Strategies

Developing the Aggregate Plan

Aggregate Planning within OM: How It All Fits Together

14 Resource Planning

Chapter Overview

Enterprise Resource Planning

The Benefits and Costs of ERP

Material Planning Systems

How MRP Works

Capacity Requirements Planning (CRP)

Resource Planning Within OM: How It All Fits Together

15 Scheduling

Chapter Overview

Basic Scheduling Concepts

Developing a Schedule of Operations

Optimized Production Technology

Scheduling Issues for Service Organizations

Scheduling Within OM: Putting It All Together

16 Project Management

Chapter Overview

The Project Life Cycle

Project Management Concepts

Estimating the Probability of Completion Dates

Reducing Project Completion Time

The Critical Chain Approach

Project Management Within OM: How It All Fits Together