Synopses & Reviews
Operations Management: Contemporary Concepts and Cases, is an ideal book for the instructor seeking a short text with cases. This book employs a cross-functional perspective, appealing to non-majors and practical for use in an MBA level course in operations management. The size and price of the book also make the text attractive for the cross-functional curriculum where students are required to purchase more than one text. The cases offer variety in length and rigor; and several are from Harvard and Darden. This mix makes the book appropriate for both undergraduates and MBA students.
About the Author
Roger G. Schroeder holds the Donaldson Chair in Operations Management at the Curtis L. Carlson School of Management, University of Minnesota. He is also the Co-Director of the Juran Center for Leadership in Quality and has earned an appointment as a Distinguished Teaching Professor. He received the B.S. degree in Industrial Engineering with high distinction from the University of Minnesota, MSIE University of Minnesota and Ph.D. from Northwestern University. Prior to joining the University of Minnesota, he taught at the U.S. Naval Postgraduate School, Monterey, California, and was an analyst for the office of the Assistant Secretary of Defense. Professor Schroeder has received research grants from the Ford Foundation, American Production and Inventory Control Society, Exxon Education Foundation and the National Science Foundation. He is a recipient of the Morse Award for outstanding teaching at the University of Minnesota.
Table of Contents
Part I: Introduction 1. The Operations Function 2. Operations and Supply Chain Strategy 3. Product Design Part II: Process Design 4. Process Selection 5. Service Process Design 6. Choice of Technology 7. Process-Flow Analysis Part III: Quality 8. Managing Quality 9. Quality Control and Improvement Part IV: Capacity and Scheduling 10. Supply Chain Management 11. Forecasting 12. Facilities and Aggregate Planning 13. Scheduling Operations 14. Project Planning and Scheduling Part V: Inventory 15. Independent- Demand Inventory 16. Materials Requirement Planning 17. Just-in-Time Systems and Lean thinking Part VI: Case Studies Appendixes Index