Seven Management and Planning Tools
About: Seven Management and Planning Tools is a research topic. Over the lifetime, 884 publications have been published within this topic receiving 14403 citations.
Papers published on a yearly basis
TL;DR: This paper examines the multiple scenario approach as an important corporate innovation in strategic planning using a participant/observer perspective and examines such organizational aspects as the need for diversity of views and the importance of simplicity and manageability.
Abstract: This paper examines the multiple scenario approach as an important corporate innovation in strategic planning. Using a participant/observer perspective, I examine how scenario planning tries to meet certain methodological, organizational and psychological challenges facing today's senior managers. Three prime characteristics are identified as setting the scenario approach apart from more traditional planning tools: (1) the script or narrative approach, (2) uncertainty across rather than within models, and (3) the decomposition of a complex future into discrete states. After exploring the intellectual roots of scenario planning, I examine such organizational aspects as the need for diversity of views and the importance of simplicity and manageability. Both benefits and obstacles to using scenarios in organizations are identified. Cognitive biases are examined as well, especially the well-known biases of overconfidence and the conjunction fallacy. Two experiments test the impact of scenarios on people's subjective confidence ranges. Another two experiments test the internal coherence of subjects' beliefs. The psychological benefit of scenario planning appears to tie in the exploitation of one set of biases (e.g., conjunction fallacies) to counteract another (such as overconfidence).
•11 Jan 2000
TL;DR: In this article, the authors present a planning tool for power delivery systems electrical load and consumer demand for power availability and power quality planning criteria reliability and contingency criteria economic evaluation line segments and transformer economics and set design distibution feeder layout multi-feeder layout distribution substations distribution system layout substation siting and system expansion planning service level layout and planning planning.
Abstract: Power delivery systems electrical load and consumer demand for power availability and power quality planning criteria reliability and contingency criteria economic evaluation line segments and transformer economics and set design distibution feeder layout multi-feeder layout distribution substations distribution system layout substation siting and system expansion planning service level layout and planning planning and the T&D planning process forecasting T&D load feeder analysis methods automated planning tools and methods traditional versus competitive industry paradigms.
TL;DR: In this paper, the authors identify some of the main issues in freight transportation planning and operations, and present appropriate Operations Research models and methods, as well as computer-based planning tools.
Abstract: The objective of this paper is to identify some of the main issues in freight transportation planning and operations, and to present appropriate Operations Research models and methods, as well as computer-based planning tools. The presentation is organized according to the three classical decision-making levels: strategic, tactic, operational. For each case, the problem and main issues are described, followed by a brief literature review and significant methodological and instrumental developments. We conclude with a few development perspectives.
01 Mar 1987
TL;DR: Operations as a competitive weapon, strategic choices: operations strategy process management total quality management statistical process control and design decisions.
Abstract: From Book News, Inc. This text/CD-ROM addresses strategic issues and the analytical tools that facilitate decision making, in both the manufacturing and service sectors. Strategic and managerial issues are woven into each chapter to emphasize that management decisions should be consistent with corporate strategies. New to this sixth edition are interdisciplinary perspectives and an increased emphasis on the central role of processes. There is new material on managing technology, supply-chain management, and resource planning. The CD-ROM, new to this edition, contains decision support software designed specifically for the text, plus simulation cases and virtual tours of case companies. Krajewski teaches manufacturing strategy at the University of Notre Dame. Ritzman teaches operations and strategic management at Boston College.Book News, Inc.?, Portland, OR From the Back Cover This highly respected book presents strategic and managerial issues in order to emphasize that the decisions made by operations managers should be consistent with a corporate strategy shared by managers in all functional areas. It presents the operations tools and techniques for solving problems in the context of achieving a firm's overall goals and strategies, and provides a balanced treatment of manufacturing and services throughout. The book blends the latest in strategic issues with proven analytic techniques, and offers a wealth of interesting examples to engage readers and bring Operations Management to life. This sixth addition adds an increased emphasis on processes, to provide linkage between operational issues, as well as new problem-solving software and a website with innovative Internet resources. Other coverage includes operations as a competitive weapon, operations strategy, managing technology, total quality management, statistical process control, capacity, location, layout, supply-chain management, forecasting, inventory management, aggregate planning, resource planning, lean systems, and scheduling. For operations managers in a variety of fields. About the Author LEE J. KRAJEWSKI is the William R. and F. Cassie Daley Professor of Manufacturing Strategy at the University of Notre Dame. Prior to joining Notre Dame, Lee was a faculty member at The Ohio State University, where he received the University Alumni Distinguished Teaching Award and the College of Business Outstanding Faculty Research Award. He initiated the Center for Excellence in Manufacturing Management and served as its director for four years. In addition, he received the National President's Award and the National Award of Merit of the American Production and Inventory Control Society. He served as President Elect of the Decision Sciences Institute and was elected a Fellow of the Institute in 1988. Lee's career spans more than thirty-two years of research and education in the Field of operations management. He has designed and taught courses at both graduate and undergraduate levels on topics such as manufacturing strategy, introduction to operations management, operations design, and manufacturing planning and control systems. Lee served as the editor of Decision Sciences, was the founding editor of the Journal of Operations Management (1980-1983), and has served on several editorial boards. Widely published himself, Lee has contributed numerous articles to such journals as Decision Sciences, the Journal of Operations Management, Management Science, Harvard Business Review, and Interfaces, to name just a few. He has received five best-paper awards. Lee's areas of specialization include manufacturing strategy, manufacturing planning and control systems, supply-chain management, and master production scheduling. LARRY RITZMAN is the Thomas J. Galligan, Jr. Professor in Operations and Strategic Management at Boston College. He previously served at The Ohio State University for twenty-three years, where he acted as department chairperson and received several awards for both teaching and research. He received his doctorate at Michigan State University, having had prior industrial experience at the Babcock and Wilcox Company. Over the years, he has been privileged to teach and learn more about operations management with numerous students at all levels?undergraduate, MBA, executive MBA, and doctorate. Particularly active in the Decision Sciences Institute, Larry has served as Council Coordinator, Publications Committee Chair, Track Chair, Vice President, Board Member, Executive Committee Member, Doctoral Consortium Coordinator, and President. He was elected a Fellow of the Institute in 1987 and earned the Distinguished Service Award in 1996. He has received three best-paper awards. He is a frequent reviewer, discussant, and session chair for several other professional organizations. Larry's areas of particular expertise are operations strategy, production and inventory systems, forecasting, multistage manufacturing, disaggregation, scheduling, and layout. An active researcher, Larry's publications have appeared in such journals as Decision Sciences, Journal of Operations Management, Production and Operations Management, Harvard Business Review, and Management Science. He has served in various editorial capacities for several journals. (Source : Amazon.com)
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