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Solutions for Operations and Supply Chain Management for MBAs, 6th Edition by Meredith
Solutions for Operations and Supply Chain Management for MBAs, 6th Edition by Meredith
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,Meridth-ffirs.indd 2 11/5/2015 4:08:43 PM, Operations and Supply
Chain Management
for MBAs
Meridth-ffirs.indd 1 11/5/2015 4:08:43 PM
,Meridth-ffirs.indd 2 11/5/2015 4:08:43 PM
, Operations and Supply
Chain Management
for MBAs
Sixth Edition
Jack R. Meredith
Scott M. Shafer
Wake Forest University
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, VICE PRESIDENT & DIRECTOR George Hoffman
EXECUTIVE EDITOR Lise Johnson
DEVELOPMENT EDITOR Jennifer Manias
ASSOCIATE DEVELOPMENT EDITOR Kyla Buckingham
SENIOR PRODUCT DESIGNER Allison Morris
MARKET SOLUTIONS ASSISTANT Amanda Dallas
SENIOR DIRECTOR Don Fowley
PROJECT MANAGER Gladys Soto
PROJECT SPECIALIST Nichole Urban
PROJECT ASSISTANT Anna Melhorn
PROJECT ASSISTANT Emily Meussner
EXECUTIVE MARKETING MANAGER Christopher DeJohn
ASSISTANT MARKETING MANAGER Puja Katariwala
ASSOCIATE DIRECTOR Kevin Holm
SENIOR CONTENT SPECIALIST Nicole Repasky
PRODUCTION EDITOR Ezhilan Vikraman
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ISBN: 978-1-119-23953-6 (PBK)
ISBN: 978-1-119-22321-4 (EVALC)
Library of Congress Cataloging in Publication Data:
Names: Meredith, Jack R., author. | Shafer, Scott M., author.
Title: Operations and Supply Chain Management for MBAs / Jack R. Meredith, Scott M. Shafer.
Description: Sixth edition. | Hoboken, NJ : John Wiley & Sons, 2016. |
Includes bibliographical references and index.
Identifiers: LCCN 2015038625 | ISBN 978-1-119-23953-6 (pbk. : alk. paper)
Subjects: LCSH: Production management. | Business logistics.
Classification: LCC TS155 .M393 2016 | DDC 658.5—dc23 LC record available at http://lccn.loc.gov/2015038625
Printing identification and country of origin will either be included on this page and/or the end of the book. In addition,
if the ISBN on this page and the back cover do not match, the ISBN on the back cover should be considered the correct
ISBN.
Printed in the United States of America
10 9 8 7 6 5 4 3 2 1
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, This book is dedicated to the Newest Generation:
Avery, Mitchell, Ava, Chase, and Ian. J.R.M.
Brianna, Sammy, and Kacy S.M.S.
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, Brief Contents
Preface xiii
Part 1 Strategy and Execution 1
1 Operations and Supply Chain Strategy for Competitiveness 2
2 Executing Strategy: Project Management 34
Part 2 Process and Supply Chain Design 65
3 Process Planning 66
4 Capacity and Scheduling 97
5 Supply Chain Planning and Analytics 126
6 Supply Chain Management 157
Part 3 Managing and Improving the Process 199
7 Monitoring and Controlling the Processes 200
8 Process Improvement: Six Sigma 225
9 Process Improvement: Lean 258
Cases 284
Glossary 338
Index 343
vi
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, Contents
Preface xiii
Part 1 Strategy and Execution 1
1 Operations and Supply Chain Strategy for Competitiveness 2
1.1 Operations 4
1.1.1. Systems Perspective 5
1.1.2. Inputs 6
1.1.3. Transformation Processes 6
1.1.4. Outputs 7
1.1.5. Control 9
1.1.6. Operations Activities 9
1.1.7. Trends in Operations and Supply Chain Management 10
1.2 Customer Value 11
1.2.1. Costs 11
1.2.2. Benefits 12
1.2.3. Innovativeness 12
1.2.4. Functionality 14
1.2.5. Quality 14
1.2.6. Customization 15
1.2.7. Responsiveness 18
1.3 Strategy and Competitiveness 19
1.3.1. Global Trends 19
1.3.2. Strategy 21
1.3.3. Strategic Frameworks 22
1.3.4. Core Capabilities 28
2 Executing Strategy: Project Management 34
2.1 Defining a Project 37
2.2 Planning the Project 38
2.2.1. The Project Portfolio 38
2.2.2. The Project Life Cycle 41
2.2.3. Projects in the Organizational Structure 42
2.2.4. Organizing the Project Team 42
2.2.5 Project Plans 43
vii
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, viii Contents
2.3 Scheduling the Project 46
2.3.1. Project Scheduling with Certain Activity Times:
A Process Improvement Example 47
2.3.2. Project Scheduling with Uncertain Activity Times 50
2.3.3. Project Management Software Capabilities 55
2.3.4. Goldratt’s Critical Chain 56
2.4 Controlling the Project: Earned Value 58
Part 2 Process and Supply Chain Design 65
3 Process Planning 66
3.1 Forms of Transformation Systems 68
3.1.1. Continuous Process 68
3.1.2. Flow Shop 69
3.1.3. Job Shop 75
3.1.4. Cellular Production 79
3.1.5. Project Operations 83
3.2 Selection of a Transformation System 83
3.2.1. Considerations of Volume and Variety 84
3.2.2. Product and Process Life Cycle 86
3.2.3. Service Processes 87
4 Capacity and Scheduling 97
4.1 Long‐Term Capacity Planning 99
4.1.1. Capacity Planning Strategies 100
4.2 Effectively Utilizing Capacity Through Schedule Management 104
4.2.1. Scheduling Services 106
4.3 Short‐Term Capacity Planning 109
4.3.1. Process‐Flow Analysis 109
4.3.2. Short‐Term Capacity Alternatives 115
4.3.3. Capacity Planning for Services 117
4.3.4. The Learning Curve 119
4.3.5. Queuing and the Psychology of Waiting 122
5 Supply Chain Planning and Analytics 126
5.1 Importance of Supply Chain Planning and Analytics 128
5.2 Demand Planning 129
5.2.1. Forecasting Methods 130
5.2.2. Factors Influencing the Choice of Forecasting Method 131
5.2.3. Time Series Analysis 132
5.2.4. Causal Forecasting with Regression 141
5.2.5. Assessing the Accuracy of Forecasting Models 147
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