Operations Management Sustainability and Supply Chain Management 12th Edition Heizer Render Munson ebook, test bank, solutions manual
Operations Management: Sustainability and Supply Chain Management, 12/E, Jay Heizer, Barry Render, Chuck Munson, ISBN-10: 1292148632, ISBN-13: 9781292148632, ISBN-10 : 0134163516 , ISBN-13 : 978–0134163512
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Contents
Chapter 1
Operations and Productivity 1
Discussion Questions
Ethical Dilemma
American Car Battery Industry
End-of-Chapter Problems
Case Study 5
Uber Technologies, Inc.
Video Case Studies 5
Frito-Lay: Operations Management in Manufacturing
Hard Rock Cafe: Operations Management in Services
Additional Case Studies 7
National Air Express
Zychol Chemicals Corporation
Chapter 2
Operations Strategy in a Global Environment 9
Discussion Questions
Ethical Dilemma
End-of-Chapter Problems
Case Study
Rapid-Lube
Video Case Studies
Strategy at Regal Marine
Hard Rock Cafe’s Global Strategy 13
Outsourcing Offshore at Darden 14
Additional Case Study
Outsourcing to TATA
Chapter 3
Project Management 15
Discussion Questions
Ethical Dilemma
Active Model Exercise
ACTIVE MODEL 3.1: Gantt Chart
End-of-Chapter Problems
Case Study
Southwestern University: A
Video Case Studies
Project Management At Arnold Palmer Hospital
Managing Hard Rock’s Rockfest
Additional Case Study
Shale Oil Company 28
Chapter 4
Forecasting 31
Discussion Questions
Ethical Dilemma
Active Model Exercises*
ACTIVE MODEL 4.1: Moving Averages
ACTIVE MODEL 4.2: Exponential Smoothing
ACTIVE MODEL 4.3: Exponential Smoothing with Trend Adjustment
ACTIVE MODEL 4.4: Trend Projections
End-of-Chapter Problems
Case Study 51
Southwestern University: B
Video Case Studies
Forecasting Ticket Revenue for Orlando Magic Basketball Games
Forecasting at Hard Rock Cafe
Additional Case Studies
The North-South Airlines
Digital Cell Phone, Inc.
Chapter 5
Design of Goods and Services 55
Discussion Questions
Ethical Dilemma
Active Model Exercise
Active Model 5.1: Decision Tree
End-of-Chapter Problems
Case Study
De Mar’s Product Strategy
Video Case Study
Product Design at Regal Marine
Supplement 5
Sustainability in the Supply Chain 68
Discussion Questions
End-of-Supplement Problems
Video Case Studies
Building Sustainability at the Orlando Magic’s Amway Center
Green Manufacturing And Sustainability at
Frito-Lay
Additional Case Study
Environmental Sustainability at Walmart
Chapter 6
Managing Quality 73
Discussion Questions
Ethical Dilemma
Active Model Exercise*
ACTIVE MODEL 6.1: Pareto Charts
End-of-Chapter Problems
Case Study
Southwestern University: C
Video Case Studies
The Culture of Quality at Arnold Palmer Hospital
Quality Counts at Alaska Airlines
Quality at the Ritz-Carlton Hotel
Additional Case Study
Westover Electrical, Inc.
Supplement 6
Statistical Process Control 87
Discussion Questions
Active Model Exercises*
ACTIVE MODEL S6.1: bar Chart
ACTIVE MODEL S6.2: p-Chart — with data
ACTIVE MODEL S6.3: Process Capability
End-of-Supplement Problems
Case Study
Bayfield Mud Company
Video Case Studies
Frito-Lay’s Quality-Controlled Potato Chips
Farm to Fork: Quality at Darden Restaurants
Additional Case Study
Green River Chemical Co.
Chapter 7
Process Strategy 101
Discussion Questions
Ethical Dilemma
Active Model Exercise
ACTIVE MODEL 7.1: Crossover Chart
End-of-Chapter Problems
Case Study
Rochester Manufacturing’s Process Decision
Video Case Studies
Alaska Airlines 20-Minute Baggage
Process — Guaranteed!
Process Analysis at Arnold Palmer Hospital
Process Strategy at Wheeled Coach
Additional Case Study
Matthew Yachts, Inc.
Supplement 7
Capacity and Constraint Management 110
Discussion Questions
Active Model Exercises
ACTIVE MODEL S7.1: Productivity
ACTIVE MODEL S7.2: Break-even Analysis
End-of-Supplement Problems
Video Case Study
Capacity Planning at Arnold Palmer Hospital
Additional Case Study
Southwestern University: D
Chapter 8
Location Strategies 121
Discussion Questions
Ethical Dilemma
Active Model Exercise
ACTIVE MODEL 8.1: Center of Gravity
End-of-Chapter Problems
Case Study
Southern Recreational Vehicle Company
Video Case Studies
Locating the Next Red Lobster Restaurant
Where to Place the Hard Rock Cafe
Additional Case Study
Southwestern University: E
Chapter 9
Layout Strategies 134
Discussion Questions
Ethical Dilemma
Active Model Exercise
ACTIVE MODEL 9.1: Process Layout
End-of-Chapter Problems
Case Study
State Automobile License Renewals
Video Case Studies
Laying out Arnold Palmer Hospital’s
New Facility
Facility Layout at Wheeled Coach
Additional Case Study
Microfix, inc.
Chapter 10
Human Resources, Job Design, and Work Measurement 152
Discussion Questions
Active Model Exercise
ACTIVE MODEL 10.1: Work Sampling
Ethical Dilemma
End-of-Chapter Problems
Case Study
Jackson Manufacturing Co.
Video Case Studies
The “People” Focus: Human Resources at Alaska Airlines
Hard Rock’s Human Resource Strategy
Additional Case Studies
Chicago Southern Hospital
The Fleet that Wanders
Chapter 11
Supply Chain Management 171
Discussion Questions
Ethical Dilemma
End-of-Chapter Problems
Video Case Studies
Darden’s Global Supply Chains
Supply Chain Management at Regal Marine
Arnold Palmer Hospital’s Supply Chain
Supplement 11
Supply Chain Management Analytics 176
Discussion Questions
End-of-Supplement Problems
Chapter 12
Inventory Management 184
Discussion Questions
Ethical Dilemma
Active Model Exercises
ACTIVE MODEL 12.1: Economic Order Quantity (EOQ) Model
ACTIVE MODEL 12.2: Production Order Quantity Model
End-of-Chapter Problems
Case Studies
Zhou Bicycle Company
Parker Hi-Fi Systems
Video Case Studies
Managing Inventory at Frito-Lay
Inventory Control at Wheeled Coach
Additional Case Studies
Southwestern University: F
Laplace Power and Light
Chapter 13
Aggregate Planning and S&OP 200
Discussion Questions
Ethical Dilemma
Active Model Exercise
ACTIVE MODEL 13.1: Aggregate Planning
End-of-Chapter Problems
Case Study
Andrew-Carter, Inc.
Video Case Study
Using Revenue Management to Set Orlando Magic Ticket Prices
Additional Case Studies
Cornwell Glass
Southwestern University: (G)
Chapter 14
Material Requirements Planning (MRP) and ERP 224
Discussion Questions
Ethical Dilemma
Active Model Exercise
ACTIVE MODEL 14.1: Order Releases
End-of-Chapter Problems
Video Case Studies
When 18,500 Orlando Magic Fans Come to Dinner
MRP At Wheeled Coach
Additional Case Studies
IKON’S Attempt at ERP
Hill’s Automotive, Inc.
Chapter 15
Short-Term Scheduling 252
Discussion Questions
Ethical Dilemma
Active Model Exercise
ACTIVE MODEL 15.1: Job Shop Sequencing
End-of-Chapter Problems
Case Study
Old Oregon Wood Store
Video Case Studies
From the Eagles to The Magic: Converting the Amway Center
Scheduling at Hard Rock Cafe
Additional Case Study
Payroll Planning, Inc.
Chapter 16
Lean Operations 268
Discussion Questions
Ethical Dilemma
End-of-Chapter Problems
Video Case Studies
Lean Operations at Alaska Airlines
JIT at Arnold Palmer Hospital
Additional Case Studies
JIT After a Catastrophe
Mutual Insurance Company of Iowa
Chapter 17
Maintenance and Reliability 273
Discussion Questions
Ethical Dilemma
Active Model Exercises
ACTIVE MODEL 17.1: Series Reliability
ACTIVE MODEL 17.2: Redundancy
ACTIVE MODEL 17.3: Parallel Systems
End-of-Chapter Problems
Video Case Study
Maintenance Drives Profits at Frito-Lay
Additional Case Studies
Cartak’s Department Store
Worldwide Chemical Company
Business Analytics Module A
Decision-Making Tools 278
Discussion Questions
End-of-Module Problems
Case Study
Warehouse Tenting at the Port of Miami
Additional Case Studies
Arctic, Inc.
Ski Right Corp.
Tom Tucker’s Liver Transplant
Business Analytics Module B
Linear Programming 291
Discussion Questions
Active Model Exercise
ACTIVE MODEL B.1: LP Graph
End-of-Module Problems
Case Study
Quain Lawn and Garden Inc.
Video Case Study
Scheduling Challenges at Alaska Airlines
Additional Case Studies
Chase Manhattan Bank
Coastal States Chemical
Business Analytics Module C
Transportation Models 309
Discussion Questions
End-of-Module Problems
Case Study
Custom Vans, Inc.
Additional Case Study
Consolidated Bottling: B
Business Analytics Module D
Waiting-Line Models 325
Discussion Questions
Active Model Exercises
ACTIVE MODEL D.1: Single Server Model
ACTIVE MODEL D.2: Multiple Server System
with Costs
ACTIVE MODEL D.3: Constant Service Times
End-of-Module Problems
Case Studies
New England Foundry
The Winter Park Hotel
Additional Case Study
Pantry Shopper
Business Analytics Module E
Learning Curves 340
Discussion Questions
Active Model Exercise
ACTIVE MODEL E.1: Unit Curve, Cumulative Curve, and Costs
End-of-Module Problems
Case Study
SMT’S Negotiation with IBM
Business Analytics Module F
Simulation 345
Discussion Questions
End-of-Module Problems
Case Study
Alabama Airlines Call Center
Additional Case Study
Saigon Transport
Operation management is a business field that deals with managing business practices in order to maximize efficiency. This involves organizing and supervising an organization’s processes in order to balance revenues and cost and make the best operating profit. The organization’s operations manager is responsible for ensuring that inputs like labor, materials and technology are converted into outputs efficiently.
Summary
- Operation management is the process of managing the operations and processes within an organization.
- Operations managers are responsible for product design, forecasting and delivery management.
- A operations manager must possess excellent organizational, coordination and people skills.
Operation Management Responsibilities
Operation management is a branch of business that deals with managing the business’ operations to ensure efficient execution of projects. This means that the person in charge of the department must perform different strategic functions. Some examples of these functions are:
1. Design of Product
Designing a product is creating it that can be sold to consumers. This involves the creation of new ideas and expanding on existing ideas to create new products. It is the responsibility of the operations manager to ensure that consumers receive products that meet their needs and conform to current market trends.
The quality of the product is more important than its quantity to consumers, so the company should have systems in place that guarantee the products meet their needs.
2. Forecasting
Forecasting is the art of predicting future events based on past data. The operations manager must predict consumer demand for company products.
To predict future trends in consumption, the manager uses past and current data about the company’s product uptake to make decisions. Forecasts allow the company to determine the amount of products required to satisfy the market demand.
3. Management of Supply Chain
Management of the supply chain is the management of the entire production process, from raw materials to finished products. It oversees everything, from the production process, shipping, distribution, and delivery of products.
Operations managers manage the supply chain by controlling inventory management, production, sales and sourcing suppliers to provide the goods required at affordable prices. A well-managed supply chain will ensure efficient production, low overheads and prompt delivery to customers.
4. Delivery Management
Delivery management is the responsibility of the operations manager. This manager makes sure that the goods arrive at the customer on time. They should follow up with customers to make sure that the goods are exactly what they ordered and meet their functional needs.
The operations manager will receive feedback from the customer if they are unhappy with the product.
The ideal skills for an Operations Manager
Operations management is not like the finance or marketing departments where managers are responsible only for their respective departments. Instead, it is a cross-department job where the manager has multiple responsibilities. An operations manager must have the following skills to be successful:
1. Organizational Abilities
Organizational skills refer to the ability to concentrate on multiple projects and not get distracted by many processes. Operations managers should be able plan, manage, and monitor every project until completion without losing sight of the goal.
Managers who are not organized will have unfinished tasks, lost documents, and wasted time searching for documents that could have been easily accessible if they were organized. Organization skills are a way to increase productivity and save time.
2. Coordinating
Operations managers need to be able to coordinate resources and activities to achieve organizational goals. Coordinating involves coordinating multiple activities and seamlessly switching between them. Coordination also includes dealing with interruptions and overcoming obstacles.
3. People Skills
Operations managers are responsible for dealing with people. They must be able to communicate with employees, external stakeholders, and senior management. Operations managers must be able to work with colleagues and communicate, listen and relate to them professionally and personally.
The workplace is made up people from different cultures so the operations manager must be tolerant and understanding of others. The manager must be able and willing to mediate and resolve disputes between employees and senior staff.
4. Tech-savvy
An operations manager must have a passion for technology to design efficient and tech-compliant processes in this age of rapidly changing technologies. To gain competitive advantage on the market, modern organizations are increasingly tech-dependent.
This means that many of the manual processes, such as procurement and purchasing, will need to be automated. An operations manager can improve their internal processes by being up-to-date on the latest developments in the tech sector.
Usefull:
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