Machine generated contents note: SUPPLY CHAIN: A PERSPECTIVE FOR OPERATIONS MANAGEMENT -- Introduction to Managing Operations Across the Supply Chain -- Broad Definition of Supply Chain Operations Management -- Get Real: Why You Need to Study Operations Management -- Important Decisions in Supply Chain Operations Management -- Differences in Goods and Services Operations -- Processes and Process Thinking -- Operations Management Yesterday and Today: Growth of the Supply Chain Management Perspective -- Advances in Technology and Infrastructure -- Reduction in Governmental Barriers to Trade -- Focus on Core Capabilities -- Collaborative Networks -- Viewing Operations Management from a Supply Chain Management Perspective -- Operations Management Partners Across the Supply Chain -- Cross-Functional Relationships in Operations Management -- Changing Nature of Supply Chains -- Levels of Operational Planning Across the Supply Chain -- Get Real: Jobs in Operations Management -- How this Book Is Structured -- Chapter Summary -- Key Terms -- Discussion Questions -- Case: Business Textbook Supply Chain -- Selected Readings and Internet Sites -- Operations and Supply Chain Strategy -- Levels of Strategic Planning -- Corporate Strategic Planning -- Business Unit Strategic Planning -- Functional Strategic Planning -- Developing Operations Strategy: Creating Value through Strategic Choices -- Critical Customers -- Get Real: Huffy Bikes Targets It's Critical Customer -- Assessing Customer Wants and Needs -- Value Propositions and Competitive Priorities -- Get Real: Bosch CS20: Finding a New Order Winner by Changing the Way Customers Cut Straight Lines -- Product-Related Competitive Priorities -- Process-Related Competitive Priorities -- Get Real: IKEA: Growth through Supply Chain Innovation -- Get Real: Seven Cycles: Building a Bicycle Your Way -- Capabilities: Strengths and Limitations of Supply Chain Operations -- Maintaining the Fit between Customer Outcomes, Value Propositions, and Capabilities -- Deploying Operations Strategy: Creating Value through Execution -- Get Real: Apple Does Not Build a Low-Cost Netbook -- Feedback/Measurement: Communicating and Assessing Operations Strategy -- Strategic Profit Model -- Supply Chain Operational Reference Model -- Chapter Summary -- Key Terms -- Discussion Questions -- Solved Problem -- Problems -- Case: Otis Toy Trains Explores the Supply Chain -- Case: Steinway & Sons Piano -- Case: Trail Frames Chassis -- Selected Readings and Internet Sites -- FOUNDATIONS OF OPERATIONS MANAGEMENT -- Managing Processes and Capabilities -- Processes and Process Thinking -- Anatomy of a Process -- Activities of a Process -- Get Real: States Reduce Waiting Times for Car License Renewals and Registrations -- Inputs, Outputs, and Flows -- Structure -- Management Policies -- Process Capacity and Utilization -- Principles of Process Performance: The Theory of Constraints -- Every Process Has a Constraint -- Every Process Contains Variance That Consumes Capacity -- Every Process Must be Managed as a System -- Get Real: Storyboarding: The Key to Success at Pixar -- Performance Measures Are Crucial to the Process's Success -- Every System Must Continuously Improve -- Business Process Reengineering: Radical Process Change -- Kaizen Events: Small Process Changes Made Quickly -- Get Real: Delta Faucet Uses a Kaizen Event to Improve Quality and Reduce Scrap -- Chapter Summary -- Key Terms -- Discussion Questions -- Solved Problem -- Problems -- Case: Evergreen Products -- Case: Midas Gold Juice Company -- Case: American Vinyl Products -- Selected Readings and Internet Sites -- Supplement Process Mapping and Analysis -- "Process" of Process Mapping and Analysis -- American Health and Medical Products (AHMP) -- Identify the Desired Outcomes in Advance -- Identify and Bound the Critical Process -- Document the Existing Process (the "Current State" Map) -- Analyze the Process and Identify Opportunities for Improvement -- Recommend Appropriate Changes to the Process (the "Future State" Map) -- Implement the Changes and Monitor Improvements -- Other Processing Mapping Tools -- Supplement Summary -- Key Terms -- Problems -- Selected Readings and Internet Sites -- Product/Process Innovation -- Role of Product/Process Innovation in Supply Chain Operations Management -- Product Life Cycle -- How Product/Process Innovation Affects Firm Performance -- Operational Product/Process Innovation Competencies -- Idea and Opportunity Development -- Innovation Portfolio Planning -- Get Real: Procter and Gamble's Connect + Develop Process -- Innovation Project Management -- New Product/Process Launch and Learning -- Codevelopment -- Product/Process Design and Development -- Stage-Gate Process -- Integrated Product/Process Design and Development: Concurrent Engineering -- Design for the Customer -- Design for Supply Chain Operations -- Get Real: Mattel's Serious Approach to DFM for Toys -- Enabling Technologies for Product/Process Innovation -- Get Real: TI Builds a Green Wafer Factory -- Chapter Summary -- Key Terms -- Discussion Questions -- Problems -- Case: The ALPHA Timer Development Project (A) -- Case: The ALPHA Timer Development Project (B) -- Selected Readings and Internet Sites -- Manufacturing and Service Process Structures -- Capacity Planning -- Economies and Diseconomies of Scale -- Get Real: Demand Outpaced Capacity for the Wii -- Time Frame for Capacity Changes -- Process Structures -- Product-Process Matrix -- Aligning Process Structure and Market Orientation -- Get Real: Personalized M&Ms -- Unique Aspects of Service Processes -- Service Process Matrix -- Managing Front-Office and Back-Office Processes -- Service Blueprinting -- Operations Layout -- Fixed-Position Layout -- Process Layout -- Product Layout -- Line Balancing in Product Layouts -- Cellular Layout -- Process Automation -- Get Real: Starbucks Weighs the Pros and Cons of Automation -- Comparing Process Costs with Break-Even Analysis -- Chapter Summary -- Key Terms -- Discussion Questions -- Solved Problems -- Problems -- Case: Coffee Roasters -- Selected Readings and Internet Sites -- Managing Quality -- Defining the Dimensions of Quality -- Get Real: Ritz-Carlton: Where Quality Is Always First and Foremost -- Functional Roles in Quality Management -- Core Values and Concepts of Quality Management -- TQM: A "Total" View of Quality -- Recognizing the Total Impacts of Quality Performance -- Get Real: Applying Cost of Quality Analysis to a Hotel Restaurant -- Inverted View of Management -- Process-Oriented Focus on Prevention and Problem Solving -- Viewing Quality Management As a Never Ending Quest -- Building an Organizational Culture Around Quality -- Guiding Methodologies for Quality Management -- Plan-Do-Check-Act Cycles (Deming Wheel) -- Six Sigma: A Systematic Approach to Quality Management -- DMAIC: The Six Sigma Process -- Design for Six Sigma -- Get Real: Applying DMAIC to Cough Drops -- Implementing Six Sigma -- Cartifying Progress in Quality Management -- ISO 9000: An International Quality Standard -- Get Real: Does Six Sigma Stifle Innovation? -- Attaining ISO 9000 Certification -- Malcolm Baldrige Quality Award -- Chapter Summary -- Key Terms -- Discussion Questions -- Case: A Comment on Management Attitude -- Selected Readings and Internet Sites -- Supplement Quality Improvement Tools -- Overview -- Standard Problem Solving Approach -- Quality Improvement Tools -- Pear Computer: Using Quality Tools to Improve Performance -- Histograms -- Cause and Effect Diagrams -- Check Sheets -- Pareto Analysis -- Scatter Diagram -- Process Flow Diagram -- Process Capability Analysis: Cp and Cpk -- Process Control Charts -- Taguchi Methods/Design of Experiments -- Other Quality Control Tools -- Supplement Summary -- Key Terms -- Solved Problems -- Problems -- Selected Readings and Internet Sites -- Understanding Inventory Fundamentals -- Types and Roles of Inventory -- Types of Inventory -- Roles of Inventory -- Financial Impact of Inventory -- Balance Sheet Considerations -- Costs Related to Inventory -- Measures of Inventory Performance -- Asset Productivity: Inventory Turnover and Days of Supply -- Service Level -- Get Real: How Amazon Aims to Keep You Clicking -- Managing Inventory -- Inventory Classification: ABC Analysis -- Inventory Information Systems and Accuracy -- Get Real: American Apparel Introduces RFID -- Managing Inventory Across the Supply Chain -- Inventory Value in the Supply Chain -- Bullwhip Effect -- Integrated Supply Chain Inventory Management -- Get Real: Vendor-Managed Inventory at Stryker Instruments -- Chapter Summary -- Key Terms -- Discussion Questions -- Solved Problems -- Problems -- Case: Inventory at Champion Electric -- Selected Readings and Internet Sites -- Lean Systems -- Lean Systems Defined -- Origins of Lean Systems and Just-in-Time Production -- Strategic Benefit of Lean Systems -- Lean Systems Objectives, Culture, and Guiding Principles -- Get Real: "Picturing" Waste and Value: A Process Mapping Story -- Implementing Lean Systems: Tools and Techniques -- Total Productive Maintenance (TPM) -- Group Technology -- Cellular Manufacturing -- Focused Factories -- TAKT Time Flow Balancing