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Chase R.B., Jacobs E.R. — Operations management for competitive advantage
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Название: Operations management for competitive advantageАвторы: Chase R.B., Jacobs E.R. Аннотация: Operations management (ОМ) has been a key element in the improvement in productivity in businesses around the world. Creating a com реи'live tulvtmutge through operations requires an understanding of how the operations function contributes to productivity growth. However, our intent in this book is to do more than just show you what companies arc doing to create competitive advantage through OM. Our overriding goal is to create a competitive advantage for you in the marketplace by conveying a set of skills and tools that you can actually apply.
Язык: Рубрика: Технология /Статус предметного указателя: Готов указатель с номерами страниц ed2k: ed2k stats Издание: 11th editionГод издания: 2006Количество страниц: 806Добавлена в каталог: 18.03.2011Операции: Положить на полку |
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Предметный указатель
"Balancing the Professional Service Firm" (Maister) 377 "First-hour" principle 681 "Management Consulting Industry" (Collis) 375 "Reengineering Work: Don't Automate, Obliterate" (Hammer) 18 182 200 432 357—360 364 3M 451 5 Ps of production 378 80-20 rule 380 @Risk 388 704 A.T. Kearney 375 ABC inventory planning 610—611 ABC inventory planning, ABC analysis 386 589 609 ABC inventory planning, ABC classification 610—611 Abernathy, W. 16 Absolute error 195 Accenture 375 391 406 415 Acceptable quality level (AQL) 361—362 Acceptance sampling 325 361—363 Acceptance sampling, operating characteristics (OC) curves 362—363 Acceptance sampling, single sampling plan 361—362 accounting 737 Accurate response 564 Ackoff, R.L. 395 400 Activities 77 Activities in parallel 170 Activity chart 185 189—190 Activity direct costs 87 Activity relationship diagram 233 Activity-based costing (ABC) 503 753—755 Activity-system map 33 Adaptive control 768 Adaptive forecasting 523 Addiction archetype 397—398 Additive seasonal variation 531—532 Adler, P.S. 133 Advanced Optical Components 565 Advanced planning option 51 Aft, L.S. 207 After-sale support 27 Aggregate operations plan 560 562—566 see Aggregate operations plan, inventory on hand 562 Aggregate operations plan, mixed strategy 564 Aggregate operations plan, production planning environment 563—564 Aggregate operations plan, production rate 562 Aggregate operations plan, pure strategy 564 Aggregate operations plan, relevant costs 564—566 Aggregate operations plan, workforce level 562 Aggregate planning techniques 560 566—576 see Aggregate planning techniques, cut-and-try example, 566—571 Aggregate planning techniques, level scheduling 573—574 Aggregate planning techniques, linear programming and 574—576 Aggregate planning techniques, mathematical techniques 574—576 Aggregate planning techniques, services (Tucson example) and 571—573 Aggregate production plan, backordering costs 565 Aggregate production plan, basic production costs 564 Aggregate production plan, budgets 565—566 Aggregate production plan, costs of production rate changes 564 Aggregate production plan, inventory holding costs 565 Aggregate production plan, relevant costs of 564—566 Aggregate sales and operations planning see "Sales and operations planning Agile supply chains 413 Albright, S.C. 69 317 Alcoa 361 450 Allen, M. 495 Alliances 72 Allison-Koerber, D. 518n Alternative workplaces 182 Alwan, L. 370 Amazon.com 38 Ambient conditions 246 American Airlines 269 576 American Automobile Association (AAA) 269 American Express Company 182 269 382 American Software 500 Amortization 751 Amran, M. 448 Analysis for Production and Operations Management (Bowman and Fetter) 16 Analysis of variance 697 Andersen, B. 179n Anderson, D.R. 69 Annuity 758 760 Anupindai, R. 179 Apgar, M. IV 207n Apple Computer 42 115 Appraisal costs 323 Apte, U. 774 Aquilano, N.J. 16 107 Archetypes 397—398 Archetypes, limits-to-growth/success 397 Archetypes, shifting-the-burden/addiction 397—398 Archetypes, success-to-the-successful 398 Ardalan, A. 448 Argote, L. 149 149n Arm's length relationships 415 ARPANET 18 Arrival patterns 294—295 see Arrival rate 292 Arvin Meritor, Inc. 482—483 Aslup, F. 370 Assemble-to-order 631 Assemble-to-stock 631 Assembly chart 215—216 Assembly drawing 215—216 Assembly line 16 209 211 234—235 Assembly line, current thoughts on 242 Assembly line, two-stage assembly line (example) 698—701 Assembly processes 210 Assembly-line balancing 235—237 Assembly-line balancing, precedence relationship 235 Assembly-line balancing, steps in 236 Assembly-line balancing, workstation cycle time 235 Asset utilization 29 Assignable variation 347 Assignment method 672—674 Atkinson, A. 388 395n Attribute 354 Attribute measurements 354—356 audits 384—385 Auto replacement parts inventory 614—615 Autocorrelation 513 531 Automated guided vehicle (AGV) 769 Automated manufacturing planning and control systems 772 Automated materials handling (AMH) systems 769 Automated storage and retrieval systems (AS/RS) 769 Automatic assembly 211 Automation 182 Autonomous work groups 184 Available to promise 635 Average aggregate inventory value 408 Avoidable costs 751 Back-office operations, layout for 249 Backflush 484 Backordering costs 565 Backward scheduling 664 736 Bailey, C.D. 149 Baker, K.R. 690 Baker, S. 270n 286 Bakke, N.A. 448 balanced scorecard 31 39 41 388 Balancing loops 387 396 Balasubramanian, S. 287 Baldrige National Quality Award 18 278 320—321 413 Balking 295 Ballou, R.H. 467 Bancroft, N. 509 Bank of Montreal 388 Banker, R. 388 395n Banks, J. 717n Bar chart 77—78 Barnes 38 Bartow, D. 489 Base-case financial model 117—119 Basic manufacturing building block 726 Basic production costs 564 Batch arrival 295 Batch shop 210 Batch sizes 732—735 Behara, R.S. 400n Bell, C. 287 Benchmarking 162 Benchmarking for quality improvement 320 Benchmarking, work standards and 190 Bernowski, K. 344 Berry, L.L. 337n 345n Berry, W.L. 427 585 627 661 Best operating level 432 Best practices 333 500 Best-known alternative 750 Bias errors 524 Bideau, P. 373 Bill of materials (BOMs) 630 637 Bill of materials (BOMs), defined 637 Bill of materials (BOMs), example of 642 Bill of materials (BOMs), low-level coding 639 Bill of materials (BOMs), modular bill of materials 638 Bill of materials (BOMs), product structure file 637—638 Bill of materials (BOMs), super bill of materials 638 Billington, P.J. 585 Bitner, M.J. 246 261 261n Bitran, G.R. 286 Black and Decker 111 Black belts 331 Black, J.T. 768n 774 Blakeslee, J.A., Jr. 344 Blaupunkt 416 Blochlige, I. 690 Blocking 159 BMW 25 336 433 451 487—489 Bodie, Z. 766 766n Boeing 184 Bogue, E.M. 391 395 395n Bollinger, S. 261 Bond discount 757 Bonuses 200—201 Book value 751 Boothroyd, G. 133 133n Booz Allen Hamilton 416 Boston Consulting Group 375 Bottleneck analysis 387 Bottlenecks 159 166 435 470 730 743 Bottlenecks, capacity-constrained resources (CCR) and 725—726 Bottlenecks, finding bottlenecks 728—729 Bottlenecks, nonbottleneck 725 Bowen, H.K. 479—480 Bowersox, D.J. 427 Bowman, E. 16 Box Jenkins technique 514 BP Amoco 277 Brain surgery projects 377 brainstorming 110 Brandimarte, P. 585 Break-even analysis 213—215 Break-even analysis, specific process equipment selection 213—215 Breakthrough projects 72 Bremmer, B. 495 Bristol — Myers Squibb 506 British Airways 485 Brooks, R.B. 627 Brown 31 Browne, J. 690 BRP see "Business process reengineering (BRP)" BRP Capture 386 Brucker, P. 690 Brue, G. 331n 344 budgets 565—566 Buffa, E.S. 16 Buffer inventory 730—731 Buffering 159 Build-to-order model 629 Build-to-stock model 629 Bulfin, R.L., Jr. 627 Bullwhip effect 410 Burger King 160—162 Burnout loop 396 Burns, J. 272n Burrill, C. 370 Burt, D.N. 427 Business climate 451 Business education 8—9 Business process reengineering (BPR) 9 18 389 see Business processes 24 call centers 704 Campbell Soup 406 410—411 Cannibalization 36 Capability index 351—354 364 Capacity 725 see Capacity additions 435—436 Capacity additions, external sources of 435—436 Capacity additions, frequency of additions 435 Capacity additions, maintaining system balance 435 Capacity cushion 436 Capacity flexibility 434—435 Capacity focus 434 Capacity in service organizations 267 Capacity loop 397 Capacity management 403 Capacity management, operations and 430—431 Capacity management, operations hierarchy and 430—431 Capacity management, strategic capacity planning 431 Capacity planning, adding capacity considerations 435—436 Capacity planning, best operating level 432 Capacity planning, capacity cushion 436 Capacity planning, capacity flexibility 434—435 Capacity planning, capacity focus and 434 Capacity planning, capacity requirements determination 436—440 Capacity planning, capacity utilization rate 432 Capacity planning, concepts of 432—435 Capacity planning, decision trees and 438—440 Capacity planning, economies/diseconomies of scale 432—434 Capacity planning, experience curve 433—434 Capacity planning, intermediate-range planning 431 Capacity planning, long-range planning 431 Capacity planning, maintaining system balance 435 Capacity planning, service capacity 441—442 Capacity planning, services vs. manufacturing 441 Capacity planning, short-range planning 431 Capacity requirements 436—440 Capacity requirements planning 562 Capacity requirements planning, MRP program and 645—646 Capacity utilization rate 432 Capacity utilization, service quality and 441—442 Capacity, defined 430—431 Capacity, maximum practical capacity 431 Capacity, time horizon for 430—431 Capacity-constrained resource (CCR) 730 732 Capacity-constrained resource (CCR), bottlenecks and 725 Capacity-constrained resource (CCR), defined 725 Capital investment decisions see "Financial analysis" Carrying costs 590—591 735 Case team 389 Case worker 389 Cash flow 722 Category managers 587 Caterpillar Tractor 14 647 Causal loop analysis 387 Causal loop diagramming 396—397 Causal relationship 513—514 Causal relationship forecasting 537—539
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