Chapter 1 | Introduction |
Chapter 2 | The Process View of the Organization |
Chapter 3 | Understanding the Supply Process: Evaluating Process Capacity |
Chapter 4 | Estimating and Reducing Labor Costs |
Chapter 5 | Project Management |
Chapter 6 | The Link between Operations and Finance |
Chapter 7 | Batching and Other Flow Interruptions: Setup Times and the Economic Order Quantity Model |
Chapter 8 | Variability and Its Impact on Process Performance: Waiting Time Problems |
Chapter 9 | The Impact of Variability on Process Performance: Throughput Losses |
Chapter 10 | Quality Management, Statistical Process Control, and Six-Sigma Capability |
Chapter 11 | Lean Operations and the Toyota Production System |
Chapter 12 | Betting on Uncertain Demand: The Newsvendor Model |
Chapter 13 | Assemble-to-Order, Make-to-Order, and Quick Response with Reactive Capacity |
Chapter 14 | Service Levels and Lead Times in Supply Chains: The Order-up-to Inventory Model |
Chapter 15 | Risk-Pooling Strategies to Reduce and Hedge Uncertainty |
Chapter 16 | Revenue Management with Capacity Controls |
Chapter 17 | Supply Chain Coordination |
Chapter 18 | Sustainable Operations |
Chapter 19 | Business Model Innovation |
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APPENDIXES |
Appendix A | Statistics Tutorial |
Appendix B | Tables |
Appendix C | Evaluation of the Loss Function |
Appendix D | Equations and Approximations |
Appendix E | Solutions to Selected Practice Problems |
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GLOSSARY |
REFERENCES |
INDEX OF KEY “HOW TO” EXHIBITS |
SUMMARY OF KEY NOTATION AND EQUATIONS |
INDEX |
2013