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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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Sales and operations planning 560 Sales and operations planning 562 Sales and operations planning 560 Sales and operations planning 561 Sales and operations planning 561 Sales and operations planning 561 Sales and operations planning 561 Sales and operations planning 562 Sales and operations planning 560—562 Sales and operations planning 561 Sales and operations planning 561 Sales price 120 Sales revenue 117 Sales support 14 Sales volume 120 Sampling by variables 354 Sampling plan 362 Sanders, B. 278 SAP AG 19 499—500 576 629 SAP AG, MySAP.com 505—507 SAP AG, R/3 software 500—506 Sara Lee 14 630 Sasser, W.E. 207 287 Savich, R. 395 Savoie, M.J. 21 Sawhney, M. 287 Sawtooth effect 597 Scandinavian Airlines System (SAS) 248 Scanlon Plan 200 Scanlon Plan, bonus 200 Scanlon Plan, production committee 200 Scanlon Plan, ratio 200 Scanlon Plan, screening committee 200 Scanlon, J. 200 scatter diagrams 386 Scheduled receipts 644 ScheduleSource Inc. 680 Scheduling, assembly-line balancing 235 Scheduling, forward vs. backward scheduling 665 Scheduling, infinite vs.finite loading 664—665 Scheduling, manufacturing processes and 666 Scheduling, scheduling and control functions 666—667 Scheduling, work measurement and standards 190 Scheduling, work-center objectives 667 Schematic 630 Scheweikhar, S. 585 Schlesinger, L.A. 287 Schmenner, R.W. 287 Schniederjans, M.J. 225 Schonberger, R.J. 441 448n Schwartz, M.J. 391 395 395n Schwerer, E. 133 Scientific management 375 Seal, G.M. 201n 207n 448 Sears 37 Seasonal factor (or index) 532—534 536 Seasonal variation 531—532 Seasonal variation, additive variation 531—532 Seasonal variation, multiplicative variation 531—532 Self-service approach 276—277 Senge, P.M. 395—396 400 400n Sensitivity analysis 119—120 sequencing 170 667—668 Service blueprint 275—276 Service blueprint, poka-yokes 275—276 Service blueprint, Three T's 276 Service capacity, capacity utilization and 441—442 Service capacity, location and 441 Service capacity, planning of 441—442 Service capacity, service quality and 441—442 Service capacity, time and 441 Service capacity, volatility of demand 441 Service concept 267 Service defect 275 Service delivery system 36 267 Service designs 276—280 Service designs, characteristics of well-designed system 280 Service designs, guarantees as design drivers 282—283 Service designs, new service development process 282 Service designs, personal-attention approach 277—280 Service designs, production-line approach 276—277 Service designs, Ritz-Carlton example 277—280 Service designs, self-service approach 277 Service encounters, behavioral science concepts 280—282 Service encounters, buffered core 271 Service encounters, customer control 281 Service encounters, customer/service contact 273 Service encounters, encounter errors and recovery 281 Service encounters, face-to-face loose specs 272—273 Service encounters, face-to-face tight specs 272—273 Service encounters, flow of experience 280 Service encounters, flow of time 280 Service encounters, front-end vs. back-end 281 Service encounters, Internet/on-site technology 272—273 Service encounters, judging performance 280 Service encounters, norms and rituals 281 Service encounters, permeable system 271 Service encounters, reactive system 271 Service encounters, segmenting events 281 Service encounters, service-system design matrix 271—274 Service facilities, location of 458—461 Service firms 264—265 see Service firms, aggregate planning techniques and 571—573 Service firms, capacity in 267 Service firms, demand-pull scheduling 487 Service firms, design of 267—271 Service firms, elements of 267 Service firms, facility load 486 Service firms, housekeeping upgrades 485 Service firms, lean techniques and 485—487 Service firms, operations strategy in 36 Service firms, organizational chart in 13 Service firms, physical configuration 486 Service firms, problem-solving groups 485 Service firms, process flows and 485—486 Service firms, quality upgrades and 485 Service firms, service concept 267 Service firms, service delivery system 267 Service firms, service strategy 267 Service firms, supplier networks 487 Service firms, target market 267 Service firms, technologies and 486 Service firms, unnecessary activities 486 Service guarantees 282—283 Service management, customer-centered view of 265 Service model 387 Service package 264 268 Service quality 16 Service quality measurement, SERVQUAL 337—338 Service quality, capacity utilization and 441—442 Service quality, productivity and 17—18 Service rate 286 296 Service strategy 267 Service strategy, best practices 270 Service strategy, competitive advantage 269—271 Service strategy, feedback loop 270 Service strategy, focus and advantage 268—271 Service strategy, integrating marketing/operations 269—271 Service strategy, location of 269 Service strategy, monitoring and recovery process 271 Service strategy, operations focus of 269 Service strategy, outsourcing 269—270 Service time distribution 296 Service triangle 265 Service-Master 248 Service-system design matrix 271—274 Service-system design matrix, strategic uses of 274 Service/manufacturing productivity analysis 51 Services see also "Value-added services" Services as intangible process 12 Services, auto replacement parts inventory 614—615 Services, capacity in 267 Services, capacity planning in 441—442 Services, core services 14 Services, creation of the service 266 Services, customer-centered view of 265 Services, department store inventory policy 613—614 Services, designing service organizations 267—271 Services, encounter 264 Services, extent of contact 266—267 Services, facilities-based 265 Services, field-based 265 Services, generalizations about 264 Services, goods vs. 12 Services, high-contact vs. low-contact systems 264 266 Services, internal services 264—265 Services, inventory control in 613—615 Services, move to 374 Services, nature of 264—265 Services, operational classification of 266—267 Services, personnel scheduling in 678—682 Services, service businesses 264—265 Services, service management and 265 Servicescapes 246 Servqual 271 320 337—338 SERVQUAL, e-service quality 337—338 SERVQUAL, weighted SERVQUAL 337 Setup (production change) cost 591 Setup (production change) cost, lot size and 481 Setup time 163—164 728 Setup time, minimizing 478—479 Shapiro, L.A. 395 Share of wallet 381 shareholder value 24 Sharing capacity 436 Sheikh, K. 661 Sheridan, J.H. 242n Sheu, C. 585n Shewhart, W. 18 Shifting-the-burden archetype 397—398 Shimbun, N.K. 332n Shingo system 320 333 Shingo system, fail-safe design 333 Shingo system, poka-yoke 333—334 Shingo, S. 333 345 495 shipping 38 Shiskin time series 514 Shop discipline 677 Shop floor 12 Shop-floor control 675—678 Shop-floor control, daily dispatch list 675—676 Shop-floor control, data integrity and 677 Shop-floor control, defined 675 Shop-floor control, Gantt charts 675 Shop-floor control, input/output (I/O) control 676—677 Shop-floor control, major functions of 675 Shop-floor control, status and exception reports 675—676 Shop-floor control, tools of 675—676 Shop-floor control, work-center scheduling principles 678 Short-range planning 561 short-term 518 Short-term debt 756 Short-term decisions 9—11 Shortage costs 591 Shortest operating time (SOT) 668 Shtub, A. 509 Sier, D. 690 sigma 348 Sign, symbols, and artifacts 247—248 Siler, E.A. 585 Silver, E.A. 395 627 Simchi-Levi, D. 427 Simchi-Levi, E. 427 SimFactory 387 Simo (simultaneous motion) chart 185 188 Simple exponential smoothing 518 Simple moving average 514 518—520 Simple moving average, disadvantages of 519 Simple moving average, formula for 519 544 Simple yield 756—757 Simulation 16 399 513 Simulation methodology 514 693—698 Simulation methodology, computerization 697—698 Simulation methodology, constructing a model 694—696 Simulation methodology, continuous vs.discrete 703 Simulation methodology, decision rules 694 Simulation methodology, evaluating results 696—697 Simulation methodology, fixed-time vs. variable-time 696 Simulation methodology, new experiments 697 Simulation methodology, phases of 693 Simulation methodology, probability distributions and 694—695 Simulation methodology, problem definition 694 Simulation methodology, run length (run time) 696 Simulation methodology, starting conditions 696 Simulation methodology, time-incrementing procedure 696 Simulation methodology, validation of 697 Simulation methodology, variables and parameters 694 696 Simulation programs and languages 703—706 Simulation, advantages and disadvantages of 706—707 Simulation, call centers and 704 Simulation, computerization 697—698 Simulation, defined 693 Simulation, new experiment for 697 Simulation, output reports 698 Simulation, programs and languages 703—706 Simulation, spreadsheet simulation 701—703 Simulation, two-stage assembly line 698—701 Simulation, uses of 693 Simulation, waiting lines and 698—701 Singapore Airlines 269 382 Single arrival 295 Single channel, multiphase 296 Single channel, single phase 296 Single exponential smoothing 522 544 Single process 210 Single time estimate 80—83 Single-minute exchange of die (SMED) 333 Single-period inventory model 589 592—595 Single-period inventory model, fashion items 595 Single-period inventory model, one-time orders 595 Single-period inventory model, overbooking of flights 595 Single-period inventory model, usefulness of 595 Single-stage process 158 SIPOC (supplier, input, process, output, customer) analysis 327 Sipper, D. 627 Six-Sigma quality 15 319 326—332 Six-Sigma quality, analytical tools for 327—330 Six-Sigma quality, black, master, and green belts 331 Six-Sigma quality, continuous improvement and 327—330 Six-Sigma quality, corporate-wide training in 331 Six-Sigma quality, critical to quality 319 Six-Sigma quality, defect 319 Six-Sigma quality, defined 326 Six-Sigma quality, design for 319 Six-Sigma quality, DMAIC 326—327 Six-Sigma quality, DPMO 326 Six-Sigma quality, executive leaders and champions 330—331 Six-Sigma quality, Kaizen 326 Six-Sigma quality, key concepts of 319 Six-Sigma quality, methodology of 326—327 Six-Sigma quality, PDCA defined 326 Six-Sigma quality, personnel practices 330—331 Six-Sigma quality, process capability and 319 349—350 Six-Sigma quality, roles and responsibilities 330—332 Six-Sigma quality, sources of defects 332 Six-Sigma quality, stable operations 319 Six-Sigma quality, theory of 325 Six-Sigma quality, Three Sigma comparison 325 Six-Sigma quality, variation 319 Skill variety 184
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