Test bank for Operations and Supply Chain Management for MBAs 6th Edition by Jack R. Meredith
Test bank for Operations and Supply Chain Management for MBAs 6th Edition by Jack R. Meredith
Operations and Supply Chain Management for MBAs, 6th Edition, provides an introduction to the basic concepts of operations and supply chain management with a strategic, conceptual, and contemporary approach. Specifically written with the needs of MBA students in mind, current topics such as supply chain management, the balanced scorecard, and yield management, as well as those specific to marketing, finance and other majors are explained with less quantitative and more conceptual content. With a concise format, this text is designed to allow professors to tailor the course through supplementary cases and other materials for the unique nature of various MBA programs and student populations.
- Cover
- Title Page
- Preface
- Changes in this Sixth Edition
- Supplements
- Your Inputs Appreciated
- Part I: Strategy and Execution
- CHAPTER 1: Operations and Supply Chain Strategy for Competitiveness
- 1.1 Operations
- 1.2 Customer Value
- 1.3 Strategy and Competitiveness
- CHAPTER 2: Executing Strategy: Project Management
- 2.1 Defining a Project
- 2.2 Planning the Project
- 2.3 Scheduling the Project
- 2.4 Controlling the Project: Earned Value
- Part II: Process and Supply Chain Design
- CHAPTER 3: Process Planning
- 3.1 Forms of Transformation Systems
- 3.2 Selection of a Transformation System
- CHAPTER 4: Capacity and Scheduling
- 4.1 Long-Term Capacity Planning
- 4.2 Effectively Utilizing Capacity Through Schedule Management
- 4.3 Short-Term Capacity Planning
- CHAPTER 5: Supply Chain Planning and Analytics
- 5.1 Importance of Supply Chain Planning and Analytics
- 5.2 Demand Planning
- 5.3 Sales and Operations Planning
- CHAPTER 6: Supply Chain Management
- 6.1 Defining SCM
- 6.2 Supply Chain Strategy
- 6.3 Supply Chain Design
- 6.4 Sourcing Strategies and Outsourcing
- 6.5 Inventory and Supply Planning
- 6.6 Role of Information Technology
- 6.7 Successful SCM
- Supplement A—The Beer Game
- Part III: Managing and Improving the Process
- CHAPTER 7: Monitoring and Controlling the Processes
- 7.1 Monitoring and Control
- 7.2 Process Monitoring
- 7.3 Process Control
- 7.4 Controlling Service Quality
- CHAPTER 8: Process Improvement: Six Sigma
- 8.1 Approaches for Process Improvement
- 8.2 Business Process Design (Reengineering)
- 8.3 Six Sigma and the DMAIC Improvement Process
- 8.4 The Define Phase
- 8.5 The Measure Phase
- 8.6 The Analyze Phase
- 8.7 The Improve Phase
- 8.8 The Control Phase
- 8.9 Six Sigma in Practice
- CHAPTER 9: Process Improvement: Lean
- 9.1 History and Philosophy of Lean
- 9.2 Specify Value and Identify the Value Stream
- 9.3 Make Value Flow
- 9.4 Pull Value through the Value Stream
- 9.5 Pursue Perfection
- 9.6 Benefits of Lean and Lean Six Sigma
- Cases
- BPO, Incorporated: Call Center Six Sigma Project
- Peerless Laser Processors
- General Micro Electronics, Inc.: Semiconductor Assembly Process
- Heublein: Project Management and Control System
- D. U. Singer Hospital Products Corp.
- Automotive Builders, Inc.: The Stanhope Project
- Glossary
- Index
- End User License Agreement
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Test bank for Operations and Supply Chain Management for MBAs 6th Edition by Jack R. Meredith
