运营管理(英文版原书第15版高等学校经济管理英文版教材) mobi 下载 网盘 caj lrf pdf txt 阿里云

本书由南加利福尼亚大学运营管理 教授理查德 B. 蔡斯和印第安纳大学教授 F. 罗伯特·雅各布斯合著，是一本理论观点鲜明、结构新颖且有很强实践指导意义的运营管理经典教科书，它为我们有效地结合战略、人员、技术与运营流程这四个要素提供了指导，是一本创建运营执行力的工具书。相对于 4版，新版除了在案例、专栏、练习等方面做了较大的修订和 新外，还增加了一些新的内容或话题，如运营和供应链策略相关风险、手机设计、服务业的不确定性和多变性、云技术等。本书的价值在于取材于企业的实践，经过理论的研究，又回到了实践。本书在介绍和阐述运营管理的体系架构、跟踪和研究不断出现与发展的新话题以及结合企业实践的案例研究这三个方面，充分体现了作者在运营管理研究与教学上的匠心独运。

出版说明

导　　读

前　　言

致　　谢

篇　战略、产品和能力

第1章　导论 2

学习目标 2

引导案例　西南航空公司的效率 2

1.1　运营与供应链管理的基本要素 3

1.2　运营与供应链管理中的职业发展 9

1.3　运营与供应链管理领域的主要概念 11

1.4　效率、效果与价值 14

本章小结 18

讨论题 19

客观题 20

分析练习　使用华尔街效率测量方法比较各公司 21

练习测试 22

第2章　战略 23

学习目标 23

引导案例　特斯拉汽车 23

2.1　可持续的运营与供应链战略 24

2.2　什么是运营与供应链战略 25

2.3　使用运营与供应链活动来实施战略：宜家的战略 30

2.4　评估和运营与供应链战略相关的风险 31

2.5　生产率度量 33

本章小结 35

应用举例 37

讨论题 37

客观题 37

案例分析　Timbuk2的道法 40

练习测试 41

第3章　产品与服务设计 42

学习目标 42

引导案例　IDEO：一家设计与创新的企业 42

3.1　产品设计 43

3.2　产品设计标准 49

3.3　服务设计 56

3.4　产品开发项目的经济分析 57

3.5　产品开发的绩效评估 61

本章小结 62

应用举例 63

讨论题 66

客观题 66

案例分析3-1　设计和定价 69

案例分析3-2　牙科SPA 72

练习测试 72

第4章　项目 73

学习目标 73

引导案例　能否在一周之内建起一幢15层的宾馆 73

4.1　什么是项目管理 74

4.2　网络计划模型 78

4.3　管理项目 89

4.4　项目管理信息系统 94

本章小结 95

应用举例 97

讨论题 101

客观题 102

案例分析　产品设计项目 108

练习测试 109

第5章　战略能力管理 110

学习目标 110

引导案例　钢铁***的规模经济 110

5.1　运营与供应链管理中的能力管理 111

5.2　能力规划 114

5.3　决策树在能力方案评价中的应用 117

5.4　服务能力规划 120

本章小结 122

应用举例 123

讨论题 125

客观题 125

案例分析　休尔德斯医院：技高一筹 127

练习测试 129

第6章　学习曲线 130

学习目标 130

引导案例　波音团队加速737飞机生产 130

6.1　什么是学习曲线 131

6.2　学习曲线如何建模 132

6.3　实际上能学到多少东西 138

本章小结 141

应用举例 141

讨论题 142

客观题 143

练习测试 146

第二篇　***与服务流程

第7章　***流程 148

学习目标 148

引导案例　3D打印：应用这一技术可以使零件*** 好 便宜 148

7.1　什么是***流程 149

7.2　如何制 造工艺流程 151

7.3　生产工艺流程设计 155

本章小结 160

应用举例 161

讨论题 162

客观题 163

案例分析　电路板***公司 165

练习测试 167

第8章　设施布置 168

学习目标 168

引导案例　东芝： 台笔记本电脑的***者 168

8.1　四种主要的布置形式分析 170

8.2　零售服务业布置 183

本章小结 186

应用举例 187

讨论题 190

客观题 191

案例分析　***流程设计：东芝笔记本电脑的装配线 198

练习测试 200

第9章　服务流程 201

学习目标 201

引导案例　只要摇一下手机就能完成支付 201

9.1　服务的本质 202

9.2　服务组织设计 203

9.3　服务蓝图和故障预防 211

9.4　三种服务设计的对比 212

本章小结 216

讨论题 217

客观题 218

案例分析　美国比萨：将顾客需求转变为流程设计要求的练习 218

练习测试 220

0章　排队分析与仿真 221

学习目标 221

引导案例　排队会让你抓狂吗 221

10.1　排队问题 222

10.2　排队模型 230

10.3　排队问题的计算机仿真 239

本章小结 246

应用举例 248

讨论题 251

客观题 251

案例分析　社区医院晚间手术室 256

分析练习　顾客订单处理 256

练习测试 259

1章　流程设计与分析 265

学习目标 265

引导案例　 ：效率和物流大师 265

11.1　流程分析 266

11.2　了解流程 270

11.3　工作设计决策 278

11.4　流程分析的实例 280

本章小结 287

应用举例 289

讨论题 291

客观题 292

案例分析　老虎机操作过程分析 296

练习测试 297

2章　六西格玛质量管理 298

学习目标 298

引导案例　通用电气的六西格玛供应链流程 298

12.1　全面质量管理 299

12.2　六西格玛质量 303

12.3　ISO 9000和ISO 14000 310

本章小结 312

讨论题 313

客观题 314

案例分析　特斯拉的质量挑战 315

练习测试 316

3章　统计质量控制 317

学习目标 317

引导案例　通过控制图说明控制波动的重要性 317

13.1　统计质量控制 318

13.2　统计过程控制步骤 325

13.3　抽样检验 333

本章小结 336

应用举例 337

讨论题 340

客观题 340

案例分析13-1　热点塑料公司 345

案例分析13-2　质量管理：丰田公司 346

练习测试 347

第三篇　供应链流程

4章　精益供应链 350

学习目标 350

引导案例　从精益供应链到精益设计 350

14.1　精益生产 351

14.2　精益供应链 353

14.3　价值流图 355

14.4　精益供应链设计原则 357

14.5　精益服务 364

本章小结 366

应用举例 368

讨论题 372

客观题 372

案例分析14-1　品质零配件公司 373

案例分析14-2　价值流图 375

案例分析14-3　先锋渔船：价值流图应用范例 376

练习测试 377

5章　选址、配送和运输 378

学习目标 378

引导案例　巴拿马运河 宽的新水道 378

15.1　物流 379

15.2　与物流相关的决策 380

15.3　物流设施选址 381

本章小结 391

应用举例 392

讨论题 396

客观题 396

分析练习　配送中心选址 399

练习测试 401

6章　 采购 402

学习目标 402

引导案例　无工厂商品生产商 402

16.1　战略采购 403

16.2　外包 408

16.3　总拥有成本 414

1***　评估采购绩效 416

本章小结 418

讨论题 419

客观题 420

分析练习　 采购决策—固安捷公司：重建中美供应链 422

练习测试 424

第四篇　供应、需求的计划与控制

7章　企业资源计划系统 426

学习目标 426

引导案例　“云”中的ERP 426

17.1　什么是企业资源计划 427

17.2　ERP如何整合各个功能模块 429

17.3　供应链计划和控制如何嵌入ERP 432

17.4　评价集成ERP系统有效性的绩效指标 435

本章小结 440

应用举例 441

讨论题 442

客观题 442

练习测试 443

8章　预测 444

学习目标 444

引导案例　从种子到杯子：星巴克 供应链挑战 444

18.1　运营与供应链管理中的预测 445

18.2　预测的种类 446

18.3　定性预测方法 468

18.4　基于网络的预测：协同规划、预测及补货 470

本章小结 471

应用举例 473

问题讨论 478

客观题 478

分析练习　星巴克的供应链需求预测 487

练习测试 488

9章　销售与运营计划 489

学习目标 489

引导案例　美国西南***公司的销售与运营计划 489

19.1　什么是销售与运营计划 490

19.2　综合计划技术 496

19.3　收益管理 503

本章小结 505

应用举例 506

讨论题 509

客观题 509

分析练习　为布拉福特***公司制订生产计划 512

练习测试 513

第20章　库存管理 515

学习目标 515

引导案例　未来需要仓库吗 515

20.1　理解库存管理 516

20.2　库存控制系统 521

20.3　库存计划和准确性 538

本章小结 541

应用举例 543

问题讨论 546

客观题 546

案例分析　BIG10Sweater.com的库存管理 555

练习测试 557

第21章　物料需求计划 559

学习目标 559

引导案例　iPad的内部 559

21.1　理解物料需求计划 560

21.2　物料需求计划系统的结构 563

21.3　MRP应用实例 567

21.4　MRP系统中批量的确定 572

本章小结 576

应用举例 577

讨论题 583

客观题 583

分析练习　布伦瑞克摩托公司：MRP入门案例 587

练习测试 589

第22章　工作中心调度 590

学习目标 590

引导案例　医院缩减急救室等待时间：新的“快速轨道”单位、高科技身份识别提高访问速度 590

22.1　工作中心调度 591

22.2　优先原则和技术 595

22.3　车间作业控制 601

22.4　服务业中的人员作业调度 605

本章小结 607

应用举例 609

讨论题 614

客观题 614

案例分析　让患者等待？在我的办公室里不可能发生 619

练习测试 621

第23章　约束管理 622

学习目标 622

引导案例　企业的约束管理 622

23.1　高德拉特的约束理论 623

23.2　瓶颈资源、能力约束资源和同步*** 628

23.3　同步***与传统方法的比较 638

23.4　约束理论：关于生产什么的问题 640

本章小结 647

应用举例 648

讨论题 649

客观题 650

练习测试 654

第五篇　专题

第24章　医疗 656

学习目标 656

引导案例　医疗优化协会 656

24.1　医疗运营的特点 657

24.2　绩效测评 665

24.3　医疗趋势 665

本章小结 667

讨论题 668

客观题 668

案例分析　在家庭诊所管理患者的等待时间 669

练习测试 670

第25章　运营咨询 671

学习目标 671

引导案例　PRTM：一家 的运营咨询公司 671

25.1　什么是运营咨询 672

25.2　运营咨询过程 676

25.3　业务流程再造（BPR） 684

本章小结 687

讨论题 687

客观题 688

分析练习　快速工厂评估 688

练习测试 690

附录A　用Excel Solver解决线性规划问题 691

附录B　生产运营技术 711

附录C　财务分析 718

附录D　部分习题答案 734

附录E　现值表 736

附录F　负指数分布的e-x值 737

附录G　累计标准正态分布概率表 738

附录H　均匀分布随机数表 739

附录I　利率表 740

CONTENTS

SECTION ONE

STRATEGY, PRODUCTS,

AND CAPACITY

1INTRODUCTION.2

Introduction—the Elements of OSCM.3

What Is Operati*** and Supply Chain Management?.3

Distinguishing Operati*** versus Supply

Chain Processes.4

Categorizing Operati*** and Supply Chain Processes.6

Differences Between Services and Goods.7

The Goods–Services Continuum.8

Product–Service Bundling.9

Careers in OSCM.9

Chief Operating Officer.10

The Major Concepts that Define the OSCM Field.11

Current Issues in Operati*** and Supply Chain Management.13

Efficiency, Effectiveness, and Value.14

How Does Wall Street Evaluate -Efficiency?.14

Concept Connecti***.18

Discussion Questi***.19

Objective Questi***.20

Analytics Exercise: -Comparing -Companies Using Wall Street -Efficiency.Measures.21

Practice Exam.22

2STRATEGY.23

A Sustainable Operati***

and Supply Chain Strategy.24

What Is Operati*** and Supply Chain Strategy?.25

Competitive Dimensi***.27

The Notion of Trade-Offs.29

Order Winners and Order Qualifiers: The Marketing–Operati*** Link.29

Strategies are Implemented Using Operati*** and Supply Chain -Activities—IKEA’s Strategy.30

Assessing the Risk Associated with Oper-ati*** and Supply Chain -Strategies.31

Risk Management Framework.32

Productivity Measurement.33

Concept Connecti***.35

Solved Problem.37

Discussion Questi***.37

Objective Questi***.37

Case: The Tao of Timbuk.40

Practice Exam.41

3DESIGN OF PRODUCTS AND

SERVICES.42

Product Design.43

Product Development Process.44

Product Design Criteria.49

Designing for the Customer.49

Value AnalysisValue Engineering.51

Designing Products for Manufacture

and Assembly.52

Designing Service Products.56

Economic Analysis of Product

Development Projects.57

Build a Base-Case Financial

Model.58

Sensitivity Analysis to Understand

Project Trade-Offs.60

Measuring Product Development -Performance.61

Concept Connecti***.62

Solved Problem.63

Discussion Questi***.66

Objective Questi***.66

Case: IKEA: Design and

Pricing.69

Case: Dental Spa.72

Practice Exam.72

4PROJECTS.73

What is Project Management?.74

Organizing the Project Team.75

Pure Project.75

Functional Project.75

Matrix Project.76

Organizing Project Tasks.77

Network-Planning Models.78

Critical Path Method (CPM).79

CPM with Three Activity Time Estimates.83

Time–Cost Models and Project Crashing.86

Managing Projects.89

Earned Value Management

(EVM).91

Project Management Information -Systems.94

Concept Connecti***.95

Solved Problems.97

Discussion Questi***.101

Objective Questi***.102

Analytics Exercise: Product Design -Project.108

Practice Exam.109

5STRATEGIC CAPACITY

MANAGEMENT.110

Capacity Management in -Operati***.and Supply Chain Management.111

Capacity Planning Concepts.112

Economies and Diseconomies of Scale.112

Capacity Focus.113

Capacity Flexibility.113

Capacity Planning.114

C***iderati*** in Changing

Capacity.114

Determining Capacity Requirements.115

Using Decision Trees to Evaluate Capacity Alternatives.117

Planning Service Capacity.120

Capacity Planning in Services versus Manufacturing.120

Capacity Utilization and Service Quality.121

Concept Connecti***.122

Solved Problem.123

Discussion Questi***.125

Objective Questi***.125

Case: Shouldice Hospital—A Cut Above.127

Practice Exam.129

6LEARNING CURVES.130

What are Learning Curves?.131

How are Learning Curves Modeled?.132

Logarithmic Analysis.133

Learning Curve Tables.133

Estimating the Learning

Percentage.138

How Long Does Learning

Go On?.138

In Practice, How Much Learning Occurs?.138

Individual Learning.138

Organizational Learning.139

Concept Connecti***.141

Solved Problems.141

Discussion Questi***.142

Objective Questi***.143

Practice Exam.146

SECTION TWO

MANUFACTURING AND

SERVICE PROCESSES

7MANUFACTURING PROCESSES148

What are Manufacturing Processes?.149

How Manufacturing Processes are.Organized.151

Break-Even Analysis.153

Manufacturing Process

Flow Design.155

Concept Connecti***.160

Solved Problems.161

Discussion Questi***.162

Objective Questi***.163

Case: Circuit Board Fabricators, Inc..165

Practice Exam.167

8FACILITY LAYOUT.168

Analyzing the Four Most Common -Layout Formats.170

Workcenters (Job Shops).170

Systematic Layout Planning.174

Assembly Lines.174

Assembly-Line Design.174

Splitting Tasks.178

Flexible and U-Shaped Line Layouts.179

Mixed-Model Line Balancing.179

Cells.181

Project Layouts.181

Retail Service Layout.183

Servicescapes.183

Signs, Symbols, and Artifacts.185

Office Layout.185

Concept Connecti***.186

Solved Problem.187

Discussion Questi***.190

Objective Questi***.191

Analytics Exercise: Designing a

Manufacturing Process.198

Practice Exam.200

9SERVICE PROCESSES.201

The Nature of Services.202

An Operational Classification of Services.203

Designing Service Organizati***.203

Structuring the Service Encounter: The Service-System Design Matrix.205

Managing Customer-Introduced Variability.207

Applying Behavioral Science to Service Encounters.207

Service Blueprinting and Fail-Safing.211

Three Contrasting Service Designs.212

The Production-Line Approach.212

The Self-Service Approach.213

The Personal-Attention Approach.213

Seven Characteristics of a Well-Designed Service System.215

Concept Connecti***.216

Discussion Questi***.217

Objective Questi***.218

Case: Pizza USA: An Exercise in Trans-lating Customer Requirements into

Process Design Requirements.218

Practice Exam.220

10WAITING LINE ANALYSIS AND SIMULATION.221

The Waiting Line Problem.222

The Practical View of Waiting Lines.222

The Queuing System.223

Waiting Line Models.230

Approximating Customer Waiting Time.236

Simulating Waiting Lines.239

Example: A Two-Stage Assembly Line.239

Spreadsheet Simulation.242

Simulation Programs and Languages.244

Concept Connecti***.246

Solved Problems.248

Discussion Questi***.251

Objective Questi***.251

Case: Community Hospital Evening Operating Room.256

Analytics Exercise: Processing Cus-tomer Orders.256

Practice Exam.259

11PROCESS DESIGN AND ANALYSIS.265

Process Analysis.266

Example—Analyzing a Las Vegas Slot Machine.266

Process Flowcharting.268

Understanding Processes.270

Buffering, Blocking, and Starving.270

Make-to-Stock vs. Make-to-Order.271

Measuring Process Performance.273

Production Process Mapping and Little’s Law.275

Job Design Decisi***.278

Behavioral C***iderati*** in Job Design.278

Work Measurement and Standards.279

Process Analysis Examples.280

A Bread-Making Operation.280

A Restaurant Operation.281

Planning a Transit Bus Operation.283

Process Flow Time Reduction.285

Concept Connecti***.287

Solved Problems.289

Discussion Questi***.291

Objective Questi***.292

Case: Analyzing Casino Money--Handling Processes.296

Practice Exam.297

12SIX SI***A QUALITY.298

Total Quality Management.299

Quality Specificati*** and Quality Costs.300

Developing Quality Specificati***.300

Cost of Quality.301

Six Sigma Quality.303

Six Sigma Methodology.304

Analytical Tools for Six Sigma.305

Six Sigma Roles and Resp***ibilities.308

The Shingo System: Fail-Safe

Design.309

ISO 9000 and ISO 14000.310

External Benchmarking for Quality Improvement.311

Concept Connecti***.312

Discussion Questi***.313

Objective Questi***.314

Case: Tesla’s Quality Challenge.315

Practice Exam.316

13STATISTICAL QUALITY CONTROL.317

Statistical Quality Control.318

Understanding and Measuring Process Variation.319

Measuring Process Capability.321

Statistical Process Control Procedures.325

Process Control with Attribute -Measurements: Using p-Charts.326

Process Control with Attribute -Measurements: Using c-Charts.328

Process Control with Variable -Measurements: Using X- and R-Charts.329

How to C***truct X- and R-Charts.330

Acceptance Sampling.333

Design of a Single Sampling Plan for Attributes.333

Operating Characteristic Curves.334

Concept Connecti***.336

Solved Problem.337

Discussion Questi***.340

Objective Questi***.340

Analytics Exercise: Hot S*** Plastics Company.345

Analytics Exercise: Quality Management—Toyota.346

Practice Exam.347

SECTION THREE

SUPPLY CHAIN PROCESSES

14LEAN SUPPLY CHAINS.350

Lean Production.351

The Toyota Production System.352

Lean Supply Chains.353

Value Stream Mapping.355

Lean Supply Chain Design Principles.357

Lean Concepts.358

Lean Production Schedules.359

Lean Supply Chains.363

Lean Services.364

Concept Connecti***.366

Solved Problems.368

Discussion Questi***.372

Objective Questi***.372

Case: Quality Parts Company.373

Case: Value Stream Mapping.375

Case: Pro Fishing Boats—A Value Stream Mapping Exercise.376

Practice Exam.377

15LOGISTICS, DISTRIBUTION, AND TRANSPORTATION.378

Logistics.379

Decisi*** Related to Logistics.380

Transportation Modes.380

Warehouse Design.381

Locating Logistics Facilities.381

Plant Location Methods.383

Centroid Method.387

Locating Service Facilities.388

Concept Connecti***.391

Solved Problems.392

Discussion Questi***.396

Objective Questi***.396

Analytics Exercise: Distribution Center Location.399

Practice Exam.401

16GLOBAL SOURCING AND PROCUREMENT.402

Strategic Sourcing.403

The Bullwhip Effect.404

Supply Chain Uncertainty Framework.405

Outsourcing.408

Logistics Outsourcing.408

Framework for Supplier Relati***hips.409

Green Sourcing.411

Total Cost of Ownership.414

Measuring Sourcing Performance.416

Concept Connecti***.418

Discussion Questi***.419

Objective Questi***.420

Analytics Exercise: Global Sourcing Decisi***—Grainger: Reengineering the ChinaU.S. Supply Chain.422

Practice Exam.424

SECTION FOUR

SUPPLY AND DEMAND -PLANNING AND CONTROL

17ENTERPRISE RESOURCE PLANNING SYSTEMS.426

What is ERP?.427

C***istent Numbers.427

Software Imperatives.428

Routine Decision Making.428

How ERP Connects the Functional Units.429

Finance.430

Manufacturing and Logistics.430

Sales and Marketing.430

Human Resources.430

Customized Software.431

Data Integration.431

How Supply Chain Planning and Control Fits Within ERP.432

Simplified Example.432

SAP Supply Chain Management.433

SAP Supply Chain Execution.433

SAP Supply Chain Collaboration.434

SAP Supply Chain Coordination.434

Performance Metrics to Evaluate Inte-grated System Effectiveness.435

The “Functional Silo” Approach.435

Integrated Supply Chain Metrics.436

Calculating the Cash-to-Cash Cycle Time.438

Concept Connecti***.440

Solved Problems.441

Discussion Questi***.442

Objective Questi***.442

Practice Exam.443

18FORECASTING.444

Forecasting in Operati*** and Supply Chain Management.445

Quantitative Forecasting

Models.446

Components of Demand.447

Time Series Analysis.448

Forecast Errors.463

Causal Relati***hip Forecasting.466

Qualitative Techniques in Forecasting.468

Market Research.469

Panel C***ensus.469

Historical Analogy.469

Delphi Method.469

Web-Based Forecasting: Collaborative Planning, Forecasting, and Replenish-ment (CPFR).470

Concept Connecti***.471

Solved Problems.473

Discussion Questi***.478

Objective Questi***.478

Analytics Exercise: Forecasting Supply Chain Demand—Starbucks Corporation.487

Practice Exam.488

19SALES AND OPERATIONS PLANNING.489

What is Sales and Operati*** Planning?.490

An Overview of Sales and Operati*** Planning Activities.490

The Aggregate Operati***

Plan.492

Aggregate Planning Techniques.496

A Cut-and-Try Example: The JC Company.496

Aggregate Planning Applied to Ser-vices: Tucson Parks and Recreation Department.501

Yield Management.503

Operating Yield Management Systems.504

Concept Connecti***.505

Solved Problems.506

Discussion Questi***.509

Objective Questi***.509

Analytics Exercise: Develop-ing an Aggregate Plan—Bradford Manufacturing.512

Practice Exam.513

20INVENTORY MANAGEMENT.515

Understanding Inventory Management.516

Purposes of Inventory.518

Inventory Costs.519

Independent versus Dependent Demand.520

Inventory Control Systems.521

A Single-Period Inventory Model.521

Multiperiod Inventory Systems.524

Fixed–Order Quantity Models.525

Fixed–Time Period Models.532

Inventory Turn Calculation.534

Price-Break Model.535

Inventory Planning and Accuracy.538

ABC Classification.538

Inventory Accuracy and Cycle Counting.539

Concept Connecti***.541

Solved Problems.543

Discussion Questi***.546

Objective Questi***.546

Analytics Exercise: Inventory Manage-ment at Big10Sweaters.com.555

Practice Exam.557

21MATERIAL REQUIREMENTS PLANNING.559

Understanding Material Requirements Planning.560

Where MRP Can Be Used.560

Master Production Scheduling.561

Material Requirements Planning

System Structure.563

Demand for Products.563

Bill-of-Materials.563

Inventory Records.565

MRP Computer Program.566

An Example Using MRP.567

Forecasting Demand.567

Developing a Master Production Schedule.568

Bill-of-Materials (Product Structure).568

Inventory Records.569

Performing the MRP Calculati***.569

Lot Sizing in MRP Systems.572

Lot-for-Lot.573

Economic Order Quantity.573

Least Total Cost.574

Least Unit Cost.574

Choosing the Best Lot Size.576

Concept Connecti***.576

Solved Problems.577

Discussion Questi***.583

Objective Questi***.583

Analytics Exercise: An MRP Explosion—Brunswick Motors.587

Practice Exam.589

22WORKCENTER SCHEDULING.590

Workcenter Scheduling.591

The Nature and Importance of -Workcenters.591

Typical Scheduling and Control Functi***.593

Objectives of Workcenter Scheduling.594

Job Sequencing.594

Priority Rules and Techniques.595

Scheduling n Jobs on One Machine.595

Scheduling n Jobs on Two Machines.598

Scheduling a Set Number of Jobs on the Same Number of Machines.599

Scheduling n Jobs on m Machines.601

Shop-Floor Control.601

Gantt Charts.601

Tools of Shop-Floor Control.602

Principles of Workcenter Scheduling.604

Personnel Scheduling in Services.605

Scheduling Daily Work Times.605

Scheduling Hourly Work Times.606

Concept Connecti***.607

Solved Problems.609

Discussion Questi***.614

Objective Questi***.614

Ca: Keep Patients Waiting? Not in My Office.619

Practice Exam.621

23THEORY OF CONSTRAINTS.622

Eli Goldratt’s Theory of

C***traints.623

The Goal of the Firm.625

Performance Measurements.625

Unbalanced Capacity.626

Bottlenecks, Capacity-C***trained Resources, and Synchronous Manufacturing.628

Basic Manufacturing Building Blocks.628

Methods for Synchronous Control.629

Comparing Synchronous Manufacturing (TOC) to Traditional Approaches.638

MRP and JIT.638

Relati***hip with Other Functional Areas.639

Theory of C***traints—Problems About What to Produce.640

Concept Connecti***.647

Solved Problem.648

Discussion Questi***.649

Objective Questi***.650

Practice Exam.654

SECTION FIVE

SPECIAL TOPICS

24HEALTH CARE.656

The Nature of Health Care Operati***.657

Classification of Hospitals.658

Hospital Layout and Care Chains.659

Capacity Planning.660

Workforce Scheduling.661

Quality Management and Process Improvement.661

Health Care Supply Chains.663

Inventory Management.664

Performance Measures.665

Trends in Health Care.665

Concept Connecti***.667

Discussion Questi***.668

Objective Questi***.668

Case: Managing Patient Wait Times at a Family Clinic.669

Practice Exam.670

25OPERATIONS CONSULTING.671

What Is Operati*** C***ulting?.672

The Management C***ulting Industry.673

Economics of C***ulting Firms.673

When Operati*** C***ulting Is Needed.674

The Operati*** C***ulting Process.676

Operati*** C***ulting Tool Kit.677

Problem Definition Tools.677

Data Gathering.679

Data Analysis and Solution Development.682

Cost Impact and Payoff Analysis.683

Implementation.684

Business Process Reengineering (Bpr).684

Principles of Reengineering.685

Guidelines for Implementation.686

Concept Connecti***.687

Discussion Questi***.687

Objective Questi***.688

Exercise: Quick Plant Assessment.688

Practice Exam.690

APPENDICES

ALinear Programming Using the Excel Solver.691

BOperati*** Technology.711

CFinancial Analysis.718

DAnswers to Selected Objective Questi***.734

EPresent Value Table.736

FNegative Exponential Distribution: Values of e–X.737

GAreas of the Cumulative Standard Normal Distribution.738

HUniformly Distributed Random Digits.739

IInterest Tables.740

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书籍介绍

本书由南加利福尼亚大学运营管理金牌教授理查德 B. 蔡斯和印第安纳大学教授 F. 罗伯特·雅各布斯合著，是一本理论观点鲜明、结构新颖且有很强实践指导意义的运营管理经典教科书，它为我们有效地结合战略、人员、技术与运营流程这四个要素提供了指导，是一本创建运营执行力的工具书。相对于第14版，新版除了在案例、专栏、练习等方面做了较大的修订和更新外，还增加了一些新的内容或话题，如运营和供应链策略相关风险、手机设计、服务业的不确定性和多变性、云技术等。本书的价值在于取材于企业的实践，经过理论的研究，又回到了实践。本书在介绍和阐述运营管理的体系架构、跟踪和研究不断出现与发展的新话题以及结合企业实践的案例研究这三个方面，充分体现了作者在运营管理研究与教学上的匠心独运。