OM 2008 (with Review Cards and Student Website Printed Access Card) / Edition 1 available in Paperback
- Pub. Date:
- Cengage Learning
This all started with you, in your own classrooms and hallways. Through conversations, focus groups, surveys, and interviews, we asked you to tell us how you learn. When and where you study, and… why? Some of your comments surprised us, while others didn't: "(the book is) too long" and "too expensive." Many of you said you didn't even buy booksnew OR used. And then we turned to your professors for input on the solutions that you liked best: briefer chapters and flash cards. Faculty from schools across the nation joined us online and in face-to-face focus groups to enhance our student offerings. The result? To accommodate the busy and diverse lifestyles of today's learners, a less than 385-page paperback that includes a suite of learning aids, like flash cards, cases, data sets, games, and quizzes. Introducing OM, an innovative approach to teaching and learning Operations Management that is best designed to reach you: today's students. OM says it all using only two lettersand not only is it how most students abbreviate Operations Management in a text message, this is also the way it is referred to in most course catalogues. Most importantly, OM represents the new solution that you and your professors built together.
About the Author
David Collier is the Alico Chair of Operations Management in the Lutgert College of Business at Florida Gulf Coast University. He holds a B.S. in Mechanical Engineering an M.B.A. from the University of Kentucky, and a Ph.D. in Production and Operations Management from The Ohio State University. Dr. Collier is the author of five books on service and operations management and is the recipient of numerous awards for outstanding journal articles. He has also written and published eight invited book chapters, has seen seven of his cases reprinted in major marketing and operations management textbooks, and has over eighty referenced publications. A 2004 citation review found that more than 250 journal articles have referenced Dr. Collier's research. He has published in journals such as MANAGEMENT SCIENCES, DECISION SCIENCES, JOURNAL OF OPERATIONS MANAGEMENT, PRODUCTION & OPERATIONS MANAGEMENT, INTERNATIONAL JOURNAL OF OPERATIONS AND PRODUCTIONS MANAGEMENT, BUSINESS HORIZONS, JOURNAL OF SERVICE SCIENCE, and INTERNATIONAL JOURNAL OF SERVICE INDUSTRY MANAGEMENT. Dr. Collier served on the 1991 and 1992 Board of Examiners for the Malcolm Baldrige National Quality Award, and he has worked with organizations such as AT&T, J.P. Morgan Chase Bank, Child Health Corporation of America, Emery Worldwide, Motorola, John Glenn Institute at Ohio State University, and the United States Postal Service. He served as faculty leader for a Six Sigma Black Belt Blended (Clicks and Bricks) Executive Program at the Fisher College of Business and has taught in the Executive M.B.A. program at the University of Warwick in England and several other international programs. Prior to his academic career, Dr. Collier worked in materials management for Babcock and Wilcox Company.
James R. Evans is professor and director of the Center for Performance Excellence at the University of Cincinnati. His service includes president of the Decision Sciences Institute 1997-1998, 11 years on the Board of Examiners and Panel of Judges for the Malcolm Baldrige National Quality Award, and serving as a judge for the Ohio Award for Excellence and Alaska Performance Excellence Award. He is currently Editor of the Quality Management Journal, published by the American Society for Quality. During the annual Quality Congress in May 2004, The American Society for Quality presented Jim and co-author Bill Lindsay with the Philip B. Crosby Medal for writing THE MANAGEMENT AND CONTROL OF QUALITY, 6th edition. The Crosby medal was presented to the authors for authoring a distinguished book contributing significantly to the extension of the philosophy and application of the principles, methods, and techniques of quality management."
Table of Contents
1. Goods, Services, and Operations Management. 2. Value Chains. 3. Measuring Performance in Operations. 4. Operations Strategy. 5. Technology and Operations Management. 6. Goods and Service Design. 7. Process Selection, Design, and Analysis. 8. Facility and Work Design. 9. Supply Chain Design. 10. Capacity Management. 11. Forecasting and Demand Planning. 12. Managing Inventories. 13. Resource Management. 14. Operations Scheduling and Sequencing. 15. Quality Management. 16. Quality Control and SPC. 17. Lean Operating Systems. 18. Project Management.