PaperbackPublisher: Mcgraw Hill Higher Education; 3 edition (2012)Language: EnglishISBN-10: 0071326227ISBN-13: 978-0071326223 Product Dimensions: 8 x 0.8 x 10.1 inches Shipping Weight: 2 pounds Best Sellers Rank: #433,961 in Books (See Top 100 in Books)
At first I was sceptical when I saw that the book had only 500 pages but by the time I was halfway through it I realised that the authors had applied applied their expertise to this opus. This book will suit a first course in operations management, the text is as lean as it can get, the mathematical treatment is kept to its minimum and the text concentrates on the key concepts. The book has an agreeable layout with loads of white space and the book is full of examples and case studies. Each chapter features: * a few summary exhibits presenting in a concise way the concept treated * suggestions for further reading * a dozen of practice problems and among them, at least one has a fully worked solution at the back of the book and at least one has a fully worked solution available on Youtube ( accessible from companion website […]) Matching Supply with Demand An Introduction to Operations Management Paperback – 2012 Author: CACHON ID: 0071326227
Download as DOC, PDF, TXT or read online from Scribd. Flag for inappropriate content. Matching Supply with Demand: An Introduction to Operations Management. Documents Similar To Solutions to End of Chapter Problems 3. Matching Supply With Demand. Sciences Ebook Download, Free Matching Supply With Demand An Introduction To Operations Management Irwin Operations Decision Sciences Download Pdf, Free Pdf Matching Supply With Demand An Introduction To Operations Management Irwin.
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I quite enjoyed reading the book but more importantly I believe I am now better equipped to carry out process and operations analysis and I owe this to this book. In my opinion this book lacks a single feature and that is a nomenclature with all symbols (it is minor anyway).
This is the brief table of contents:
1. Introduction 2. The Process View of the Organization 3. Understanding the Supply Process: Evaluating Process Capacity 4. Estimating and Reducing Labor Costs 5. Project Management 6. The Link between Operations and Finance 7. Batching and Other Flow Interruptions: Setup Times and the Economic Order Quantity Model 8. Variability and Its Impact on Process Performance: Waiting Time Problems 9. The Impact of Variability on Process Performance: Throughput Losses 10. Quality Management, Statistical Process Control, and Six-Sigma Capability 11. The best way to begin analysis of an operation is by drawing a flowchart. A reasonably good rule of thumb is to only include process steps likely to affect process flow or economics. Overall process capacity is determined by the resource with the smallest capacity – the bottleneck/weakest link in the chain. Every process step other than the bottleneck will have a utilization gap relative to the bottleneck. Use a flow unit that allows expressing all demands and capacities in terms of that flow unit – eg. ‘minute of work,’ ‘hour of work,’ day of work’ can be used even with multiple types of products or customers flowing through the process.
Line balancing strives to avoid mismatches between what is supplied by one process step and what is demanded from the following step. It does not require additional investment. Time through an empty worker-paced process is the sum of the processing times; time through an empty machine-paced process is the number of resources in sequence X processing time of the bottleneck step. Time to finish X units starting with an empty system = time through an empty process + (X – 1 unit)/Flow rate.
Cost of direct labor = Total wages per time unit/Flow rate per time unit, and includes idle time.
Line balancing becomes harder with an increase in specialization, easier with a decrease in specialization. Having one resource perform all activities of the process is referred to as a work cell; this requires a more highly trained operator.
Idle time is waste, not only adding to production costs but possibly also hiding other problems such as rework.
What might appear to be a low labor cost (vs. total costs) can be much more substantial if one ‘rolls up’ all operations throughout the value chain.
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These are the instructor materials for the Third Edition of Matching Supply with Demand.
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Matching Supply With Demand Book
These are cases that we have used, but most were not written by us. The following materials you are free to download and use for your course unless expresed otherwise.
Capital OneThe Wharton School, Univ. of PennsylvaniaAvailable free of charge with permission from the textbook authors.Analysis.XLS
Executive ShirtHarvard Business SchoolTeaching Note.DOC
Manzana InsuranceHarvard Business SchoolSummary.PPT
Beau Ties of VermontDarden School of Business, Univ. of VirginiaAnalysis.XLS
National CranberryHarvard Business SchoolSummary.PPT
Barilla CaseHarvard Business SchoolSummary.PPTTeaching Note.DOC
Barnes & Noble versus Amazon.comHarvard Business SchoolSummary.PPTTeaching Note.DOCAnalysis.XLS
Forecasting and Procurement at Le Club Français du VinThe Wharton School, Univ. of PennsylvaniaAvailable free of charge with permission from the textbook authors.Summary.PPTTeaching Note.DOCAnalysis.XLSData.XLS
Hewlett PackardStanford Graduate School of BusinessSummary.PPTTeaching Note.DOCAnalysis.XLSData.XLS
L.L. BeanHarvard Business SchoolTeaching Note.DOCAnalysis.XLSData.XLS
National BicycleSummary.PPTTeaching Note.DOCAnalysis.XLS
Sport ObermeyerHarvard Business SchoolSummary.PPTAnalysis.XLS
Video VaultSummary.PPTTeaching Note.DOCAnalysis.XLS
Matching Supply With Demand 3rd Edition Pdf Download Free
Where in the World Is Timbuk2? Outsourcing, Offshoring, and Mass CustomizationAnalysis.XLSTeaching Note.PDF
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