Operations Management 12/e

●Chapter 3, “Quality and Performance,” introduces a systems approach to total quality management and emphasizes its importance with an integrating diagram that explains the interactions between continuous improvement, employee involvement, management commitment, and analytical process thinking.
●Chapter 1, “Using Operations to Create Value,” includes a discussion on the Internet of things(IoT), which relates to the interconnectivity of objects that can collect and exchange data without human intervention.
●Chapter 14, “Supply Chain Integration,” teaches students how a disruptive technology such as additive manufacturing (AM, also called 3-D printing) can reduce material inputs and make supply chains more flexible.

Lee J. Krajewski, University of Notre Dame
Manoj K. Malhotra, University of South Carolina
Larry P. Ritzman, Boston College

●New - A Unifying Central Figure introduces each chapter that embodies our philosophy of operations management, that adheres to the “building block” approach including:

*Part 1, a discussion on how to design and manage processes or “journeys” at the firm level. These processes must effectively satisfy customer demands.
*Part 2 teaches students how firms forecast their demands and satisfy them with appropriate inventory and scheduling practices.
*Part 3 demonstrates how the building blocks are connected into supply chains, linking the process in one firm with those of another. All three levels of the diagram are linked with feedback loops.
●New and Updated - Five new Chapter-Opening Vignettes engage and stimulate students’ interest by profiling how real companies like CVS Pharmacy, Airbus, Microsoft, Ford Motor Company, and the Burj Khalifa, the tallest building in the world, apply specific operational issues addressed in each chapter.
●New and Updated - Eleven new Managerial Practices provide current examples of how companies (successfully or unsuccessfully) deal with process and supply chain issues facing them as they run their operations. Examples range from the scheduling of major league baseball umpires to the use of drones in a disaster relief supply chain.

1. Using Operations to Create Value
PART I: MANAGING PROCESSES
2. Process Strategy and Analysis
3. Quality and Performance
4. Capacity Planning
5. Constraint Management
6. Lean Systems
7. Project Management
PART II: MANAGING CUSTOMER DEMAND
8. Forecasting
9. Inventory management
10. Operations Planning and Scheduling
11. Resource Planning
PART III: MANAGING SUPPLY CHAINS
12. Supply Chain Design
13. Supply Chain Logistic Networks
14. Supply Chain Integration
15. Supply Chain Sustainability
Appendix: Normal Distribution
MYLAB OPERATIONS MANAGEMENT SUPPLEMENTS
Supplement E: Simulation
Supplement F: Financial Analysis
Supplement G: Acceptance Sampling Plans
Supplement H: Measuring Output Rates
Supplement I: Learning Curve Analysis
Supplement J: Operations Scheduling
Supplement K: Layout