Operations Management: Contemporary Concepts and Cases » (5th Edition)

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.

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

Preface
PART ONE Introduction

Chapter 1 The Operations Function

Chapter 2 Operations and Supply Chain Strategy

Chapter 3 Product Design
PART TWO Process Design

Chapter 4 Process Selection

Chapter 5 Service Process Design

Chapter 6 Process-Flow Analysis

Chapter 7 Lean Thinking and Lean Systems
PART THREE Quality

Chapter 8 Managing Quality

Chapter 9 Quality Control and Improvement
PART FOUR Capacity and Scheduling

Chapter 10 Supply Chain Management

Chapter 11 Forecasting

Supplement: Advanced Methods

Chapter 12 Capacity Planning

Supplement: Mathematical Models

Chapter 13 Scheduling Operations

Chapter 14 Project Planning and Scheduling
PART FIVE Inventory

Chapter 15 Independent-Demand Inventory

Supplement: Advanced Models

Chapter 16 Materials Requirements Planning and ERP
PART SIX Case Studies

Introduction

Shipper Manufacturing Company

FHE, Inc.

Early Supplier Integration in the Design of the Skid-Steer Ladder

Process Design

Eastern Gear, Inc.

Southwest Airlines: Singin’ the (Jet) Blues

The Field Service Division of DMI

Pharmacy Service Improvement at CVS (A)

Quality

Customer-Driven Learning at Radisson Hotels Worldwide

Quality at Gillette Argentina

Bayfield Mud Company

Six Sigma at 3M, Inc.

Capacity and Scheduling

Crocs: Revolutionizing an Industry’s Supply Chain Model for Competitive Advantage

Unifine Richardson

eBags: Managing Growth

Merriwell Bag Company

Lawn King, Inc.

World Industrial Abrasives

Inventory

Consolidated Electric

Southern Toro Distributor, Inc.

ToyPlus, Inc.

APPENDIXES

A. Areas Under the Standard Normal Probability Distribution

B. Random Number Table

INDEX