The book Fundamentals of Operations Management introduces students to the essential concepts and practices in the field of operations management. It covers a wide range of topics such as strategic capacity planning, facility location, supply chain management, just-in-time and lean systems, and risk monitoring. This book provides a solid foundation for understanding the complexities of managing operations in various industries. It includes clear explanations, practical examples, and engaging discussion questions.

Contents page:

Acknowledgements

About this Book

How to Navigate this Book

Chapter 1: Introduction to Operations Management

1.0 Learning Outcomes

1.1 Operations Management

1.2 Transformation Processes

1.3 The Operations Function

1.4 Why Study Operations Management?

1.5 Development of Operations Management

1.6 Key Trends in Operations Management

1.7 Chapter Summary & Review

1.8 Key Terms

Chapter 2: Business Competitiveness & Operations Strategy

2.0 Learning Outcomes

2.1 Modern Environment of Business

2.2 Competitiveness

2.3 Strategy

2.4 The Power of Productivity Measurement: Gauging Operational Performance

2.5 Chapter Summary & Review

2.6 Chapter Problems

2.7 Key Terms

Chapter 3: Forecasting

3.0 Learning Outcomes

3.1 Going With the Flow for Business Success

3.2 The Role of Forecasting in Marketing Strategy

3.3 Forecasting Horizons and Their Applications

3.4 Types of Forecasts

3.5 Categories of Forecasting Methods

3.6 Associative Models/ Causal (Econometric) Forecasting

3.7 Time Series Models

3.8 Forecast Accuracy Measures

3.9 Chapter Problems

3.10 Chapter Summary & Review

3.11 Key Terms

Chapter 4: Strategic Capacity Planning

4.0 Learning Outcomes

4.1 Introduction

4.2 Organizational Impact of Capacity Decisions

4.3 Key Capacity Measures and Performance Indicators

4.4 Capacity Planning: A Holistic Approach for Products and Services

4.5 Defining and Measuring Capacity

4.6 Determinants of Effective Capacity

4.7 The Capacity Planning Process: A Systematic Approach

4.8 The Sequential Processes and the Bottleneck

4.9 The Bottleneck Phenomenon and Its Impact on Process Capacity

4.10 Break-Even Analysis: A Fundamental Tool for Capacity Evaluation

4.11 Capacity Planning and Economies of Scale

4.12 Chapter Summary & Review

4.13 Key Terms

Chapter 5: Facility Location

5.0 Learning Outcomes

5.1 Location Strategy: A Critical Decision

5.2 Key Factors in Facility Location Decision-Making

5.3 Methods for Finding the Best Facility Location

5.4 Strategic Significance of Facility Location Decisions

5.5 Chapter Summary & Review

5.6 Key Terms

Chapter 6: Managing Quality

6.0 Learning Outcomes

6.1 Introduction to Quality

6.2 Gurus of Quality

6.3 Cost of Quality

6.4 Quality Systems

6.5 Tools for Quality Improvement

6.6 Chapter Summary & Review

6.7 Key Terms

Chapter 7: Supply Chain Management

7.0 Learning Outcomes

7.1 Introduction

7.2 Managing Main Flows in the Supply Chain

7.3 Foundational Elements of Supply Chain Management

7.4 Supply Chain Design

7.5 The Role of Inventory in the Supply Chain

7.6 Logistics: Coordinating the Movement of Resources

7.7 Communication and Technology in the Supply Chain

7.8 Supply Chain Collaboration

7.9 Chapter Summary & Review

7.10 Key Terms

Chapter 8: Inventory Management

8.0 Learning Outcomes

8.1 Introduction to Inventory Management

8.2 Types of Inventory

8.3 Reasons for Maintaining Inventory

8.4 Relevant Costs

8.5 Inventory Models for Certain Demand: Economic Order Quantity (EOQ) Model

8.6 Inventory Models for Certain Demand: Economic Production Quantity (EPQ)

8.7 Inventory Models for Uncertain Demand

8.8 Chapter Summary & Review

8.9 Key Terms

Chapter 9: Just-In-Time and Lean Systems

9.0 Learning Outcomes

9.1 Just-in-Time and Lean Manufacturing Concepts

9.2 Lean Manufacturing and Control

9.3 Core Objectives and Principles of Lean Manufacturing

9.4 Just-In-Time (JIT) Systems

9.5 Chapter Summary & Review

9.6 Key Terms

Video Transcripts

References

Slide Decks

Test Banks

Style Sheet Code

Version History

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This book is an adaptation of Understanding Operations Management originally published by The Open University, as well as Operations Management from Saylor. 

Table of contents:

1. Introduction to Operations Management

2. Operations Strategy and Competitiveness

3. Forecasting

4. Supply Chain

5. Managing Quality

6. Process Design

7. Strategic Capacity Planning

8. Facility Location

Appendix

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Operations management is a science with which we are all, in some capacity, familiar. We all have scarce resources and have to allocate those resources properly. Think about the process of preparing a meal: you have to gather all the proper ingredients and prepare them for cooking. Certain ingredients go in at certain times. Occasionally, you fall behind or get too far ahead, jeopardizing the entire meal. And, of course, if you find that you do not have enough ingredients, even more problems arise. All of these elements of meal preparation – purchasing ingredients, prepping the ingredients by dicing them up, mixing ingredients together, boiling or baking the dish, serving, and cleaning – can be seen as parts of operations management.

Contents page:

Unit 1: Operations Management Overview

Unit 1 Learning Outcomes

1.1: Introduction to Operations Management

1.2 Manufacturing versus Service Operations

1.3: The Systems View of Operations Management

1.4: The Process View of Organizations

Unit 1 Activity and Assessment

Unit 2: Operations Strategy

Unit 2 Learning Outcomes

2.1: Role of Strategy in Operations Management

2.2: Operations Competitive Priorities

Unit 2 Activity and Assessment

Unit 3: Product Design and the Process Selection

Unit 3 Learning Outcomes

3.1: Generating Ideas

3.2: Product & Service Screening

3.3: Preliminary and Final Design

3.4: Methods for Improving Product & Service Design

3.5: Process Selection

Unit 3 Activity and Grading Rubric

Unit 4: Quality Management

Unit 4 Learning Outcomes

4.1: Productivity and Total Quality Management

4.2: Statistical Process Control

Unit 4 Activity and Grading Rubric

Unit 5: Supply Chain Management (SCM)

Unit 5 Learning Outcomes

5.1: Fluctuations in the Supply Chain

5.2 Supply Chain Procurement

5.3: Supply Chain Distribution

Unit 5 Activity and Grading Rubric

Unit 6: Just-In-Time and Lean Systems

Unit 6 Learning Outcomes

6.1: Lean Manufacturing

6.2: Eliminating Waste

6.3: Continuous Improvement

6.4: JIT Pull Systems

Unit 6 Activity and Grading Rubric

Unit 7: Capacity Planning and Facility Layout

Unit 7 Learning Outcomes

7.1: Capacity Planning

7.2: Facility Location and Layout

Unit 7 Activity and Grading Rubric

Unit 8: Work Systems Design

Unit 8 Learning Outcomes

8.1: Job Design

8.2: Motion Study

8.3: Work Measurement

8.4: Project Management Issues

Unit 8 Activity and Grading Rubric

Unit 9: Inventory

Unit 9 Learning Outcomes

9.1: Inventory Management

9.2: Types of Inventory and Inventory Decisions

9.3: Inventory Control

Unit 9 Activity and Grading Rubric

References

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