Fundamentals of Operations Management, 4/e introduces students to the fundamental processes of managing and controlling a variety of operations. Davis’s book addresses the increasing trend away from lengthy, highly quantitative texts toward more pragmatic, managerial issues that confront today’s operations managers. There is increased coverage of service operations rather than the more traditional “factory”, or manufacturing approach. It’s written in a style suited for non-majors who assume no prior background in the field of operations. Davis covers introductory and numerical examples and quantitative methods, but the main focus is on general concepts and applications. Unlike Stevenson, which focuses on the tools of operations management, Davis’s approach to the subject is more conceptual or managerial.

Previously known as Fundamentals of Operations Management, Operations Management: Integrating Manufacturing and Services offers a broad and relatively non-quantitative overview of the field of operations management and provides a “big picture” perspective that should appeal to a variety of business majorsnot just those students majoring in operations management. Reflecting the background of the authors, Operations Management: Integrating Manufacturing and Services has the strongest coverage of services of any introductory book on the market. The treatment of both manufacturing and services, as the new title suggests, is again more fully integrated than other competing textbooks.

Nicholas Aquilano is retired from the University of Arizona but is providing a critical eye to the revision. A UCLA grad and Buffa student.Richard B. Chase is Director of the Center for Operations Management Research and Education at USC. He is widely published in both books and academic journals and is considered one of the top service "gurus" in the field. He is on the Editorial Advisory Board of the Journal of Operations Management, an Advisor to Production and Operations Management journal, and a Fellow of the Decision Sciences Institute.

Part I: OPERATIONS MANAGEMENT IN TODAYS BUSINESS ENVIRONMENT

Chapter 1: Introduction to Operations Management

Chapter 2: Operations Strategy: Identifying Core Competencies

Supplement 2: Financial Analysis in Operations Management

Chapter 3: The Role of Information Technology

Chapter 4: Supply Chain Management: Integrating Across Organizations

Chapter 5: Integrating Manufacturing and Services

Part II: PROCESS DECISIONS

Chapter 6: New Product and Service Development, and Process Selection

Chapter 7: Project Management

Chapter 8: Process Measurement and Analysis

Supplement 8: Job Design and Work Performance Measurement

Chapter 9: Quality Management

Supplement 9: Quality Control Tools for Improving Processes

Chapter 10: Lean Operations

Part III: FACILITY DECISIONS

Chapter 11: Facility Location and Capacity Planning

Chapter 12: Facility Layouts

Supplement 12: Forecasting

Part IV: AGGEGRATE PLANNING AND INVENTORY DECISIONS

Chapter 13: Aggregate Planning

Chapter 14: Inventory Systems for Independent Demand

Part V. DAILY OPERATIONAL DECISIONS

Chapter 15: Inventory Systems for Dependent Demand

Chapter 16: Waiting Line Management

Supplement 16: Waiting Line Theory

Chapter 17: Scheduling