Book•
Production and Operations Management : Focusing on Quality and Competitiveness
01 Jan 1998-
TL;DR: In this article, the focus of operational decision-making is on the effect of quality management on productivity and the role of managers in improving the quality of the products and services of the plants.
Abstract: (NOTE: Each chapter concludes with a Summary, Summary of Key Terms, Questions, Case Problem, and References.) 1. Operations, Competitiveness, and Strategy. They all believe in quality. The operations function. The evolution of production/operations management. U.S. competitive problems. Strategy. Issues and trends in operations. Purpose and organization of this book. 2. Operational Decision-Making. Operational decision-making at Reynolds Metals Company. The focus of operational decision making. Areas of operational decision making. Quantitative techniques for decision making. The decision-making process. Decision analysis. Support systems for decision making. 3. Quality Management. Market-driven quality at IBM. The meaning of quality. Total quality management. The cose of quality. The effect of quality management on productivity. Quality and the role of management. Quality improvement and the role of employees. Identifying quality problems and causes. Current trends and philosophies of quality management. Quality awards and the competitive spirit. ISO 9000. 4. Statistical Quality Control. Statistical process control at Kurt Manufacturing. Inspection. Statistical process control. Control charts. Computerized statistical process control. Acceptance sampling. Computerized acceptance sampling. 5. Product and Service Design. Designing a better golfball. The design process. Improving design process. Quality of design. Technology in design. Service design. 6. Process Planning and Technology Decisions. Process planning. Technology decisions. 7. Facility Layout. Pittsburgh International: An efficient layout. Basic types of layouts. Designing process layouts. Designing product layouts. Hybrid layouts. 8. Location Analysis and Logistics Management. Supplier location for the Moscow McDonald's. Types of facilites. Site selection: Where to locate. Critical factors in location analysis. Facility location and quality management. Location analysis techniques. Logistics management. Transport and distribution systems. The transportation method. 9. Jobs: Design, Analysis, and Measurement. Employee satisfaction at Federal Express. The changing nature of jobs and job design. Contemporary trends in job design. The elements of job design. Job analysis. Work measurement. 10. Forecasting. Forecasting aircraft parts demand at American Airlines. Forecasting and quality management. Components of forecasting demand. Time series methods. Forecasting accuracy. Time series forecasting using the computer. Regression Methods. Qualitative methods. 11. Aggregate Production and Capacity Planning. Planning hospital needs. Strategies for meeting demand Aggregrate production and capacity planning techniques. Management coefficients model. Strategies for managing demand. Aggregate planning for services. 12. Inventory Management. Parts inventory management at IBM. The elements of inventory management. Inventory control systems. Economic order quantity models. Quantity discounts. Reorder point. Order quantity for a periodic inventory system. 13. Material Requirements Planning. Five million possibilities at Hubbell Lighting. Objectives and applicability of MRP. MRP inputs. The MRP process. MRP outputs. Capacity requirements planning Advanced topics in MRP. Manufacturing resource planning (MRPII). Problems and prospects of MRP/MRPII. 14. Scheduling. Hot, warm, and cold at TCONA. Objectives in scheduling. Loading. Sequencing. Monitoring. Finite scheduling. Maintenance scheduling. Employee scheduling. 15. Just-In-Time and Continuous Improvement. JIT in Detroit. Basic elements of JIT. Continuous improvement. Benefits of JIT. JIT implementation. JIT in services. 16. Waiting Line Models and Service Improvement. Providing optimal telephone order service at L.L. Bean. Elements of waiting line analysis. Waiting line cost analysis and quality. Single-channel, single-phase model. Multiple-channel, single-phase models. Multiple-phase models. 17. Project Management. Product design teams at Chrysler and Ford. The elements of project management. The Gantt chart. CPM/PERT. Probalistic activity times. Computer analysis of CPM/PERT. Project crashing and time-cost trade-off. Epilogue: Change. Appendices. Tables. Solutions to Odd-Numbered Problems. Indexes.
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TL;DR: The innovativeness–quality–performance model is proposed, which describes how a firm's capability to balance innovation with quality drives growth and profitability, and in turn drives superior market value.
Abstract: The purpose of this study is to examine the relationship between innovativeness, quality, growth, profitability, and market value at the firm level. Building on concepts from a resource-based view of a firm and organizational learning, innovation and quality literature, we propose the innovativeness–quality–performance model, which describes how a firm's capability to balance innovativeness with quality drives growth and profitability, and in turn drives superior market value. Results of structural equation models indicate that (1) innovativeness mediates the relationship between quality and growth, (2) quality mediates the relationship between innovativeness and profitability, (3) both innovativeness and quality have mediation effects on market value, and (4) both growth and profitability have mediation effects on market value. Implications for theories and practices are discussed. Copyright © 2005 John Wiley & Sons, Ltd.
906 citations
Cites background from "Production and Operations Managemen..."
...The importance of the quality of products or services in today’s business environment is paramount (Russell and Taylor, 1995: 87)....
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...Why do highly innovative and superior quality products or services give sustainable competitive advantage to companies?...
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TL;DR: In this article, the authors investigated critical management issues in ERP implementation projects such as selection of ERP vendor, project manager, and implementation partners, constitution of project team, project planning, training, infrastructure development, on-going project management; quality assurance and stabilization of the ERP.
415 citations
Cites background from "Production and Operations Managemen..."
...Russell and Taylor (1995) define ERP as an updated MRPII with relational database management, graphical user interface and clientserver architecture....
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TL;DR: An extensive review of the literature resulting in a taxonomy that may be used for other researchers in the field is provided, which consists of core Technology Acceptance Model (TAM) variables, satisfaction and common actors of an ERP project: technology, user, organization and project management.
176 citations
TL;DR: This study proves not only that various published lot sizing rules vary in terms of cost performance, they also possess distinct strengths and weaknesses with respect to sparse demand patterns, short versus longer planning horizons, and degree of nervousness.
51 citations
Cites methods from "Production and Operations Managemen..."
...algorithm as an optimal solution procedure [6,12,14,15], but a full demonstration of that dynamic programming approach is usually reserved for more advanced inventory management texts [7,10,16]....
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...Ordering lot for lot is usually used as an introduction and benchmark, such as in the recent texts of Chase, Aquilano and Jacobs [4], Dilworth [5], Hiezer and Render [6], Hopp and Spearman [7], Krajewski and Ritzman [8], Markland, Vickery and Davis [9], Morton [10], Narasimhan, McLeavy, and Billington [11], Russell and Taylor [12] and Stevenson [13]....
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