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Test bank for Operations and Supply Chain Management 13th Edition by F. Robert Jacobs

Test bank for Operations and Supply Chain Management 13th Edition by F. Robert Jacobs

Operations and Supply Chain Management, as the title indicates, provides increased emphasis on supply chain management in the 13th Edition. The 13th Edition continues its market-leading up-to-date coverage of service operations as well. The text includes solved examples and problems, enough cases for MBA courses to use without supplementing, and the industry-leading technology support suite.

Table of Contents

Section One Strategy and Sustainability

Operations and Supply Chain Management

2(18)

Quick Supply Chains Enable Retailers to Get Fashions to Market Quickly

3(1)

What Is Operations and Supply Chain Management?

4(3)

Operations and Supply Chain Processes

7(1)

Differences between Services and Goods

8(3)

The Goods-Services Continuum

9(1)

Servitization Strategies

10(1)

Growth of Services

10(1)

Efficiency, Effectiveness, and Value

11(1)

Careers in Operations and Supply Chain Management

12(2)

Chief Operating Officer

14(1)

Historical Development of Operations and Supply Chain Management

14(2)

Current Issues in Operations and Supply Chain Management

16(1)

Key Terms

17(1)

Review and Discussion Questions

17(1)

Internet Exercise: Harley-Davidson Motorcycles

18(1)

Case: Fast-Food Feast

18(1)

Super Quiz

18(1)

Selected Bibliography

19(1)

Footnotes

19(1)

Strategy and Sustainability

20(18)

How IKEA Designs Its Sexy Prices

21(1)

A Sustainable Strategy

22(1)

What Is Operations and Supply Chain Strategy?

23(5)

Competitive Dimensions

25(2)

The Notion of Trade-Offs

27(1)

Order Winners and Order Qualifiers: The Marketing-Operations Link

27(1)

Strategic Fit: Fitting Operational Activities to Strategy

28(1)

A Framework for Operations and Supply Chain Strategy

29(1)

Productivity Measurement

30(2)

How Does Wall Street Evaluate Operations Performance

32(1)

Summary

33(1)

Key Terms

33(1)

Solved Problem

34(1)

Review and Discussion Questions

34(1)

Problems

34(2)

Case: The Tao of Timbuk2

36(1)

Super Quiz

37(1)

Selected Bibliography

37(1)

Footnote

37(1)

Product and Service Design

38(32)

IDEO, A Design and Innovation Firm

39(1)

The Product Design Process

40(2)

The Product Development Process

42(4)

Economic Analysis of Product Development Projects

46(4)

Build a Base-Case Financial Model

47(2)

Sensitivity Analysis to Understand Project Trade-Offs

49(1)

Designing for the Customer

50(3)

Quality Function Deployment

51(1)

Value Analysis/Value Engineering

52(1)

Designing Products for Manufacture and Assembly

53(3)

How Does Design for Manufacturing and Assembly (DFMA) Work?

54(2)

Designing Service Products

56(2)

Ecodesign

58(1)

Measuring Product Development Performance

58(1)

Summary

59(1)

Key Terms

60(1)

Solved Problem

60(2)

Review and Discussion Questions

62(1)

Internet Enrichment Exercise

63(1)

Problems

63(2)

Case: IKEA: Design and Pricing

65(2)

Case: Dental Spa

67(1)

Super Quiz

67(1)

Selected Bibliography

67(1)

Footnotes

67(3)

Section Two Manufacturing, Service, and Health Care Processes

Strategic Capacity Management

70(20)

Shouldice Hospital: Hernia Surgery Innovation

70(2)

Capacity Management in Operations

72(1)

Capacity Planning Concepts

73(2)

Economies and Diseconomies of Scale

73(1)

Capacity Focus

74(1)

Capacity Flexibility

74(1)

Capacity Planning

75(6)

Considerations in Changing Capacity

75(2)

Determining Capacity Requirements

77(1)

Using Decision Trees to Evaluate Capacity Alternatives

78(3)

Planning Service Capacity

81(2)

Capacity Planning in Service versus Manufacturing

81(1)

Capacity Utilization and Service Quality

82(1)

Summary

83(1)

Key Terms

84(1)

Formula Review

84(1)

Solved Problem

84(1)

Review and Discussion Questions

85(1)

Problems

86(1)

Case: Shouldice Hospital—A Cut Above

87(2)

Super Quiz

89(1)

Selected Bibliography

89(1)

4A Learning Curves

90(16)

Application of Learning Curves

91(1)

Plotting Learning Curves

92(5)

Logarithmic Analysis

93(1)

Learning Curve Tables

93(3)

Estimating the Learning Percentage

96(1)

How Long Does Learning Go On?

97(1)

General Guidelines for Learning

97(2)

Individual Learning

97(1)

Organizational Learning

98(1)

Learning Curves Applied to Heart Transplant Mortality

99(2)

Key Terms

101(1)

Formula Review

101(1)

Solved Problems

101(1)

Review and Discussion Questions

102(1)

Problems

102(3)

Super Quiz

105(1)

Selected Bibliography

105(1)

Footnotes

105(1)

Process Analysis

106(32)

Customer-Driven Service for McDonald’s

107(1)

Self-Ordering Kiosks

107(1)

Process Analysis

108(2)

Analyzing a Las Vegas Slot Machine

108(2)

Process Flowcharting

110(2)

Types of Processes

112(4)

Buffering, Blocking, and Starving

112(1)

Make-to-Stock versus Make-to-Order

113(3)

Measuring Process Performance

116(2)

Production Process Mapping and Little’s Law

118(3)

Process Analysis Examples

121(5)

A Bread-Making Operation

121(1)

A Restaurant Operation

122(2)

Planning a Transit Bus Operation

124(2)

Process Flow Time Reduction

126(2)

Summary

128(1)

Key Terms

129(1)

Formula Review

129(1)

Solved Problems

129(2)

Review and Discussion Questions

131(1)

Problems

131(3)

Advanced Problem

134(1)

Case: Analyzing Casino Money-Handling Processes

135(1)

Case: Kristen’s Cookie Company (A)

135(2)

Super Quiz

137(1)

Selected Bibliography

137(1)

Footnotes

137(1)

A Job Design and Work Measurement

138(20)

Job Design Decisions

139(1)

Behavioral Considerations in Job Design

140(2)

Degree of Labor Specialization

140(1)

Job Enrichment

141(1)

Sociotechnical Systems

141(1)

Work Measurement and Standards

142(10)

Work Measurement Techniques

143(1)

Time Study

144(2)

Work Sampling

146(5)

Work Sampling Compared to Time Study

151(1)

Summary

152(1)

Key Terms

153(1)

Formula Review

153(1)

Solved Problems

153(1)

Review and Discussion Questions

154(1)

Problems

155(1)

Super Quiz

156(1)

Selected Bibliography

157(1)

Footnotes

157(1)

Production Processes

158(22)

Toshiba: Producer of the First Notebook Computer

159(1)

Production Processes

160(2)

How Production Processes Are Organized

162(2)

Break-Even Analysis

164(1)

Designing a Production System

165(2)

Project Layout

166(1)

orkcenters

166(1)

Manufacturing Cell

166(1)

Assembly Line and Continuous Process Layouts

166(1)

Manufacturing Process Flow Design

167(5)

Summary

172(1)

Key Terms

172(1)

Solved Problems

173(1)

Review and Discussion Questions

174(1)

Problems

174(3)

Case: Circuit Board Fabricators, Inc.

177(1)

Super Quiz

178(1)

Selected Bibliography

179(1)

Footnotes

179(1)

Facility Layout

180(36)

Basic Production Layout Formats

182(1)

Workcenters

182(4)

Systematic Layout Planning

186(1)

Assembly Lines

186(8)

Assembly-Line Balancing

188(3)

Splitting Tasks

191(1)

Flexible and U-Shaped Line Layouts

192(1)

Mixed-Model Line Balancing

192(2)

Current Thoughts on Assembly Lines

194(1)

Cells

194(2)

Developing a Manufacturing Cell

194(2)

Virtual Manufacturing Cells

196(1)

Project Layouts

196(1)

Retail Service Layout

196(3)

Servicescapes

197(2)

Signs, Symbols, and Artifacts

199(1)

Office Layout

199(1)

Summary

200(1)

Key Terms

200(1)

Formula Review

201(1)

Solved Problems

201(4)

Review and Discussion Questions

205(1)

Problems

205(5)

Advanced Problem

210(1)

Case: Soteriou’s Souvlaki

211(1)

Case: Designing Toshiba’s Notebook Computer Assembly Line

212(2)

Super Quiz

214(1)

Selected Bibliography

215(1)

Footnotes

215(1)

Service Processes

216(22)

My Week as a Room-Service Waiter at the Ritz

217(1)

The Nature of Services

218(1)

An Operational Classification of Services

219(2)

Designing Service Organizations

221(1)

Structuring the Service Encounter: Service-System Design Matrix

221(3)

Strategic Uses of the Matrix

223(1)

Virtual Service: The New Role of the Customer

223(1)

Service Blueprinting and Fail-Safing

224(2)

Three Contrasting Service Designs

226(4)

The Production-Line Approach

226(1)

The Self-Service Approach

227(1)

The Personal-Attention Approach

227(3)

Managing Customer-Introduced Variability

230(2)

Applying Behavioral Science to Service Encounters

232(1)

Service Guarantees as Design Drivers

233(1)

Summary

234(1)

Key Terms

234(1)

Review and Discussion Questions

234(1)

Problems

235(1)

Case: Pizza USA: An Exercise in Translating Customer Requirements into Process Design Requirements

235(1)

Case: Contact Centers Should Take a Lesson from Local Businesses

236(1)

Super Quiz

237(1)

Selected Bibliography

237(1)

Footnotes

237(1)

Waiting Line Analysis

238(30)

Economics of the Waiting Line Problem

239(1)

The Practical View of Waiting Lines

239(1)

The Queuing System

240(7)

Customer Arrivals

241(1)

Distribution of Arrivals

242(2)

The Queuing System: Factors

244(3)

Exiting the Queuing System

247(1)

Waiting Line Models

247(9)

Approximating Customer Waiting Time

256(2)

Computer Simulation of Waiting Lines

258(1)

Summary

258(1)

Key Terms

258(1)

Formula Review

259(1)

Solved Problems

260(2)

Review and Discussion Questions

262(1)

Problems

262(4)

Case: Community Hospital Evening Operating Room

266(1)

Super Quiz

267(1)

Selected Bibliography

267(1)

Footnotes

267(1)

Health Care Processes

268(16)

A Prescription for Innovation

269(1)

The Mayo Clinic’s New SPARC Lab Is Driving Experimentation at the Frontier of Health Care. How? By Getting Physicians to Think More Like Designers

269(1)

The Nature of Health Care Operations

270(9)

Classification of Hospitals

271(1)

Hospital Layout and Care Chains

272(2)

Capacity Planning

274(1)

Workforce Scheduling

274(1)

Quality Management and Process Improvement

274(2)

Health Care Supply Chains

276(2)

Inventory Management

278(1)

Performance Measures

279(1)

Trends in Health Care

279(2)

Summary

281(1)

Key Terms

281(1)

Review and Discussion Questions

282(1)

Case: Venice Family Clinic: Managing Patient Wait Times

282(1)

Super Quiz

283(1)

Selected Bibliography

283(1)

Footnotes

283(1)

Six-Sigma Quality

284(22)

Total Quality Management

286(2)

Quality Specification and Quality Costs

288(3)

Developing Quality Specifications

288(1)

Cost of Quality

289(1)

Functions of the QC Department

290(1)

Six-Sigma Quality

291(6)

Six-Sigma Methodology

292(1)

Analytical Tools for Six Sigma and Continuous Improvement

293(3)

Six-Sigma Roles and Responsibilities

296(1)

The Shingo System: Fail-Safe Design

297(1)

ISO 9000 and ISO 14000

298(2)

External Benchmarking for Quality Improvement

300(1)

Summary

300(1)

Key Terms

300(1)

Review and Discussion Questions

301(1)

Problems

301(1)

Internet Enrichment Exercises

302(1)

Case: Hank Kolb, Director of Quality Assurance

302(1)

Case: Appreciative Inquiry—A Different Kind of Fishbone

303(2)

Super Quiz

305(1)

Selected Bibliography

305(1)

Footnotes

305(1)

Process Capability and SPC

306(28)

Variation Around Us

308(1)

Process Capability

309(5)

Capability Index (Cpk)

311(3)

Process Control Procedures

314(8)

Process Control with Attribute Measurements: Using p Charts

314(3)

Process Control with Attribute Measurements: Using c Charts

317(1)

Process Control with Variable Measurements: Using X and R Charts

317(2)

How to Construct X and R Charts

319(3)

Acceptance Sampling

322(3)

Design of a Single Sampling Plan for Attributes

322(1)

Operating Characteristic Curves

323(2)

Summary

325(1)

Key Terms

325(1)

Formula Review

325(1)

Solved Problems

326(1)

Review and Discussion Questions

327(1)

Problems

327(5)

Advanced Problem

332(1)

Case: Hot Shot Plastics Company

332(1)

Super Quiz

333(1)

Selected Bibliography

333(1)

Footnotes

333(1)

Projects

334(40)

National Aeronautics and Space Administration’s Constellation Program May Land Men on the Moon by 2020

335(2)

What Is Project Management?

337(1)

Structuring Projects

337(3)

Pure Project

338(1)

Functional Project

338(1)

Matrix Project

338(2)

Work Breakdown Structure

340(2)

Project Control Charts

342(5)

Earned Value Management (EVM)

344(3)

Network-Planning Models

347(11)

Critical Path Method (CPM)

347(4)

CPM with Three Activity Time Estimates

351(3)

Time-Cost Models and Project Crashing

354(4)

Managing Resources

358(1)

Tracking Progress

359(1)

Summary

359(1)

Key Terms

359(1)

Formula Review

360(1)

Solved Problems

360(4)

Review and Discussion Questions

364(1)

Problems

364(5)

Advanced Problem

369(1)

Case: Cell Phone Design Project

370(1)

Case: The Campus Wedding (A)

371(1)

Case: The Campus Wedding (B)

372(1)

Super Quiz

372(1)

Selected Bibliography

372(2)

Section Three Supply Chain Processes

Global Sourcing and Procurement

374(22)

The World Is Flat

375(1)

Flattener 5: Outsourcing

375(1)

Flattener 6: Offshoring

375(1)

Strategic Sourcing

376(5)

The Bullwhip Effect

377(4)

Outsourcing

381(4)

Green Sourcing

385(2)

Total Cost of Ownership

387(2)

Measuring Sourcing Performance

389(2)

Summary

391(1)

Key Terms

391(1)

Formula Review

392(1)

Review and Discussion Questions

392(1)

Problems

392(2)

Case: Pepe Jeans

394(1)

Super Quiz

395(1)

Selected Bibliography

395(1)

Footnotes

395(1)

Location, Logistics, and Distribution

396(20)

FedEx: A Leading Global Logistics Company

397(1)

Logistics

398(1)

Decisions Related to Logistics

399(1)

Cross-Docking

400(1)

Issues in Facility Location

400(3)

Plant Location Methods

403(5)

Factor-Rating Systems

403(1)

Transportation Method of Linear Programming

403(3)

Centroid Method

406(2)

Locating Service Facilities

408(2)

Summary

410(1)

Key Terms

410(1)

Formula Review

410(1)

Solved Problem

410(1)

Review and Discussion Questions

411(1)

Problems

411(3)

Case: Applichem—The Transportation Problem

414(1)

Super Quiz

415(1)

Selected Bibliography

415(1)

Footnote

415(1)

Lean and Sustainable Supply Chains

416(30)

Green Is the New Black

417(1)

Survey Suggests that Enviro-Conscious Manufacturers Are the Best Risk for Investors

417(1)

Lean Production

418(1)

Lean Logic

419(1)

The Toyota Production System

420(1)

Elimination of Waste

420(1)

Respect for People

420(1)

Lean Supply Chains

421(2)

Value Stream Mapping

423(3)

Lean Supply Chain Design Principles

426(8)

Lean Layouts

427(2)

Lean Production Schedules

429(4)

Lean Supply Chains

433(1)

Lean Services

434(1)

Summary

435(1)

Key Terms

435(1)

Formula Review

436(1)

Solved Problems

436(4)

Review and Discussion Questions

440(1)

Problems

440(1)

Case: Quality Parts Company

441(1)

Case: Value Stream Mapping

441(3)

Case: Pro Fishing Boats—A Value Stream Mapping Exercise

444(1)

Super Quiz

444(1)

Selected Bibliography

445(1)

Footnotes

445(1)

Operations Consulting and Reengineering

446(24)

Pittiglio Rabin Todd & McGrath (PRTM)—A Leading Operations Consulting Company

447(1)

What Is Operations Consulting?

448(1)

The Management Consulting Industry

448(1)

Economics of Consulting Firms

449(1)

When Operations Consulting Is Needed

450(2)

When Are Operations Consultants Needed?

451(1)

The Operations Consulting Process

452(1)

Operations Consulting Tool Kit

453(8)

Problem Definition Tools

453(3)

Data Gathering

456(3)

Data Analysis and Solution Development

459(1)

Cost Impact and Payoff Analysis

460(1)

Implementation

461(1)

Business Process Reengineering (BPR)

461(1)

Principles of Reengineering

462(1)

Guidelines for Implementation

463(1)

Summary

464(1)

Key Terms

464(1)

Review and Discussion Questions

464(1)

Problems

464(3)

Super Quiz

467(1)

Selected Bibliography

467(1)

Footnotes

467(3)

Section Four Supply and Demand Planning

Enterprise Resource Planning Systems

470(12)

Information Crisis—The Missing Desk

471(2)

SAP

473(1)

SAP Application Modules

474(3)

Financials

475(1)

Human Capital Management

476(1)

Operations

476(1)

Corporate Services

477(1)

mySAP.com and SAP NetWeaver—Integrated E-Business Applications

477(2)

Implementing ERP Systems

479(1)

Summary

480(1)

Key Term

481(1)

Review and Discussion Questions

481(1)

Super Quiz

481(1)

Selected Bibliography

481(1)

Footnote

481(1)

Demand Management and Forecasting

482(46)

Walmart’s Data Warehouse

483(2)

Demand Management

485(1)

Types of Forecasting

486(1)

Components of Demand

486(2)

Time Series Analysis

488(19)

Linear Regression Analysis

489(3)

Decomposition of a Time Series

492(6)

Simple Moving Average

498(1)

Weighted Moving Average

499(1)

Exponential Smoothing

500(4)

Forecast Errors

504(1)

Sources of Error

504(1)

Measurement of Error

504(3)

Causal Relationship Forecasting

507(2)

Multiple Regression Analysis

508(1)

Qualitative Techniques in Forecasting

509(1)

Market Research

509(1)

Panel Consensus

509(1)

Historical Analogy

509(1)

Delphi Method

510(1)

Web-Based Forecasting: Collaborative Planning, Forecasting, and Replenishment (CPFR)

510(2)

Summary

512(1)

Key Terms

512(1)

Formula Review

513(1)

Solved Problems

514(4)

Review and Discussion Questions

518(1)

Problems

518(8)

Case: Altavox Electronics

526(1)

Super Quiz

527(1)

Selected Bibliography

527(1)

Footnotes

527(1)

Sales and Operations Planning

528(26)

What Is Sales and Operations Planning?

530(1)

Overview of Sales and Operations Planning Activities

530(2)

The Aggregate Operations Plan

532(4)

Production Planning Environment

532(2)

Relevant Costs

534(2)

Aggregate Planning Techniques

536(8)

A Cut-and-Try Example: The JC Company

536(5)

Aggregate Planning Applied to Services: Tucson Parks and Recreation Department

541(2)

Level Scheduling

543(1)

Yield Management

544(2)

Operating Yield Management Systems

545(1)

Summary

546(1)

Key Terms

546(1)

Solved Problem

547(2)

Review and Discussion Questions

549(1)

Problems

549(3)

Case: Bradford Manufacturing—Planning Plant Production

552(1)

Super Quiz

553(1)

Selected Bibliography

553(1)

Footnotes

553(1)

Inventory Control

554(42)

Direct to Store—The UPS Vision

555(3)

The UPS Direct Approach

556(2)

Definition of Inventory

558(1)

Purposes of Inventory

559(1)

Inventory Costs

559(2)

Independent versus Dependent Demand

561(1)

Inventory Systems

562(4)

A Single-Period Inventory Model

562(3)

Multiperiod Inventory Systems

565(1)

Fixed-Order Quantity Models

566(7)

Establishing Safety Stock Levels

569(1)

Fixed-Order Quantity Model with Safety Stock

570(3)

Fixed-Time Period Models

573(2)

Fixed-Time Period Model with Safety Stock

573(2)

Inventory Control and Supply Chain Management

575(1)

Price-Break Models

576(2)

ABC Inventory Planning

578(2)

ABC Classification

579(1)

Inventory Accuracy and Cycle Counting

580(2)

Summary

582(1)

Key Terms

582(1)

Formula Review

582(2)

Solved Problems

584(1)

Review and Discussion Questions

585(1)

Problems

586(5)

Case: Hewlett-Packard—Supplying the DeskJet Printer in Europe

591(3)

Super Quiz

594(1)

Selected Bibliography

594(1)

Footnotes

595(1)

Material Requirements Planning

596(30)

From Push to Pull

597(1)

Master Production Scheduling

598(3)

Time Fences

600(1)

Where MRP Can Be Used

601(1)

Structure

601(5)

Demand for Products

602(1)

Bill of Materials

602(2)

Inventory Records

604(1)

MRP Computer Program

604(2)

An Example Using MRP

606(5)

Forecasting Demand

606(1)

Developing a Master Production Schedule

606(1)

Bill of Materials (Product Structure)

607(1)

Inventory Records

608(1)

Performing the MRP Calculations

608(3)

Lot Sizing in MRP Systems

611(4)

Lot-for-Lot

612(1)

Economic Order Quantity

612(1)

Least Total Cost

613(1)

Least Unit Cost

614(1)

Choosing the Best Lot Size

614(1)

Summary

615(1)

Key Terms

616(1)

Solved Problems

616(1)

Review and Discussion Questions

617(1)

Problems

618(3)

Case: Brunswick Motors, Inc.—An Introductory Case for MRP

621(1)

Super Quiz

622(1)

Selected Bibliography

623(3)

Section Five Scheduling

Scheduling

626(28)

Hospitals Cut ER Waits—New “Fast Track” Units, High-Tech IDs Speed Visits; See a Doctor in 17 Minutes

627(1)

Manufacturing Execution Systems

628(1)

The Nature and Importance of Work Centers

628(4)

Typical Scheduling and Control Functions

629(1)

Objectives of Work-Center Scheduling

630(1)

Job Sequencing

631(1)

Priority Rules and Techniques

632(6)

Scheduling n Jobs on One Machine

632(2)

Scheduling n Jobs on Two Machines

634(2)

Scheduling a Set Number of Jobs on the Same Number of Machines

636(2)

Scheduling n Jobs on m Machines

638(1)

Shop-Floor Control

638(4)

Gantt Charts

638(1)

Tools of Shop-Floor Control

639(1)

Input/Output Control

639(1)

Data Integrity

639(2)

Principles of Work-Center Scheduling

641(1)

Personnel Scheduling in Services

642(2)

Scheduling Daily Work Times

643(1)

Scheduling Hourly Work Times

643(1)

Summary

644(1)

Key Terms

644(1)

Solved Problems

645(1)

Review and Discussion Questions

646(1)

Problems

646(4)

Case: Keep Patients Waiting? Not in My Office

650(2)

Super Quiz

652(1)

Selected Bibliography

653(1)

Footnotes

653(1)

Simulation

654(26)

Definition of Simulation

655(1)

Simulation Methodology

655(5)

Problem Definition

655(1)

Constructing a Simulation Model

656(2)

Specifying Values of Variables and Parameters

658(1)

Evaluating Results

659(1)

Validation

659(1)

Proposing a New Experiment

659(1)

Computerization

660(1)

Simulating Waiting Lines

660(3)

Example: A Two-Stage Assembly Line

660(3)

Spreadsheet Simulation

663(3)

Simulation Programs and Languages

666(2)

Desirable Features of Simulation Software

668(1)

Advantages and Disadvantages of Simulation

668(1)

Summary

669(1)

Key Terms

669(1)

Solved Problems

670(1)

Review and Discussion Questions

671(1)

Problems

671(7)

Advanced Case: Understanding the Impact of Variability on the Capacity of a Production System

678(1)

Super Quiz

679(1)

Selected Bibliography

679(1)

Footnotes

679(1)

Constraint Management

680(91)

Goal of the Firm

684(1)

Performance Measurements

684(2)

Financial Measurements

684(1)

Operational Measurements

684(1)

Productivity

685(1)

Unbalanced Capacity

686(2)

Dependent Events and Statistical Fluctuations

686(2)

Bottlenecks and Capacity-Constrained Resources

688(1)

Basic Manufacturing Building Blocks

688(1)

Methods for Control

689(10)

Time Components

690(1)

Finding the Bottleneck

691(1)

Saving Time

691(1)

Avoid Changing a Nonbottleneck into a Bottleneck

692(1)

Drum, Buffer, Rope

692(3)

Importance of Quality

695(1)

Batch Sizes

696(1)

How to Treat Inventory

697(2)

Comparing Synchronous Manufacturing to MRP and JIT

699(1)

Relationship with Other Functional Areas

699(8)

Accounting’s Influence

699(1)

Marketing and Production

700(7)

Summary

707(1)

Key Terms

708(1)

Solved Problem

708(1)

Review and Discussion Questions

709(1)

Problems

710(4)

Case: Solve the OPT Quiz—A Challenge in Scheduling

714(1)

Super Quiz

714(1)

Selected Bibliography

714(1)

Footnotes

715(1)

Appendices

Linear Programming Using the Excel Solver

716(20)

Operations Technology

736(7)

Financial Analysis

743(17)

Answers to Selected Problems

760(3)

Present Value Table

763(1)

Negative Exponential Distribution: Values of e-x

764(1)

Areas of the Cumulative Standard Normal Distribution

765(1)

Uniformly Distributed Random Digits

766(1)

Interest Tables

767(4)

Photo Credits

771(2)

Name Index

773(4)

Subject Index

777

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