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Operations management : contemporary concepts and cases / Roger G. Schroeder, Susan Meyer Goldstein, M. Johnny Rungtusanatham.

By: Contributor(s): Material type: TextTextSeries: McGraw-Hill/Irwin series operations and decision sciencesPublication details: New York, NY : McGraw-Hill/Irwin, c2011.Edition: 5th edDescription: xviii, 558 p. : ill. ; 26 cmISBN:
  • 9780073403380 (alk. paper)
Subject(s):
Holdings
Item type Current library Call number Copy number Status Date due Barcode
Standard Loan Thurles Library Main Collection 658.522 SCH (Browse shelf(Opens below)) 1 Available R18902YKRC
Standard Loan Thurles Library Main Collection 658.522 SCH (Browse shelf(Opens below)) 1 Available R18899LKRC
Standard Loan Thurles Library Main Collection 658.522 SCH (Browse shelf(Opens below)) 1 Available R18898KKRC
Standard Loan Thurles Library Main Collection 658.522 SCH (Browse shelf(Opens below)) 1 Available R18900WKRC
Standard Loan Thurles Library Main Collection 658.522 SCH (Browse shelf(Opens below)) 1 Available R18903AKRC

Enhanced descriptions from Syndetics:

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.

Includes bibliographical references and index.

Table of contents provided by Syndetics

  • About the Author
  • Preface
  • Part 1 Introduction
  • Chapter 1 The Operations Function
  • Chapter 2 Operations and Supply Chain Strategy
  • Chapter 3 Product Design
  • Part 2 Process Design
  • Chapter 4 Process Selection
  • Chapter 5 Service Process Design
  • Chapter 6 Process-Flow Analysis
  • Chapter 7 Lean Thinking and Lean Systems
  • Part 3 Quality
  • Chapter 8 Managing Quality
  • Chapter 9 Quality Control and Improvement
  • Part 4 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 5 Inventory
  • Chapter 15 Independent-Demand Inventory
  • Supplement: Advanced Models
  • Chapter 16 Materials Requirements Planning and ERP
  • Part 6 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

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