生產與作業管理

作品目錄

CONTENTS IN BRlEF

Partl

PRODUCTlON AND OPERATlONS

MANAGEMENT: INTRODUCTlON AND

OVERVIEW

Chapter 1

Production and Operations Management (POM): An

Introduction

Chapter 2

Operations Strategy: Using Quality, Cost, and Service as

Competitive Weapons

Chapter 3

Forecasting in POM: The Starting Point for All

Planning

Partll

STRATEGlC DEClSlONS: PLANNlNG PRODUCTS

PROCESSES, TECHNOLOGBES, AND

FAClLmES l13

Chapter 4

Designing and Developing Products and Production

Processes: Manufacturing and Service Operations

Chapter5

Production Technology: Selection and Management

Chapter 6

Allocating Resources to Strategic Altematives

Chapter 7

Long-Range Capacity Planning and Facility Location

Chapter 8

Facility Layout: Manufacturing and Services

Part lll

OPERATlNG DEClSlONS: PLANNlNG

PRODUCTION TO MEET DEMAND

Chapter 9

Production-Planning Systems, Aggregate Planning, and

Master Production Scheduling

Chapter lO

Independent Demand Inventory Systems

Chapter 11

Resource Requirements Planning Systems: Material

Requirements Planning (MRP) and Capacity Requirements

Planning (CRP)

Chapter 12

Shop-Hoor Planning and Control in Manufacturing

Chapter 13

Planning and Scheduling Service Operations

Chapter 14

Just-in-Time (JlT) Manufacturing

Chapter 15

Materials Management and Purchasing

PartlV

CONTROL DEClSlONS: PLANNlNG AND

CONTROLLlNG OPERATlONS FOR

PRODUCTlVlTY, QUALlTY, AND

RELlABlLlTY

Chapter 16

Productivity, Teamwork, and Empowennent: Behavior, Work

Methods, and Work Measurement

Cbapter 17

Total Quality Management (TQM)

Chapter 18

Quality Control

Chapter 19

Planning and Controlling Projects

Chapter 20

Maintenance Management and Reliability

Appendlxes

A Nonnal Probability Distribution

B Student's t Probability Distribution

C The POM Computer Library

D Linear Progranuning Solution Methods

E Answers to Odd-Numbered Problems

F Glossary

index

CONTENTS

Partl

PRODUCTION AND OPERATIONS MANAGEMENT:

INTRODUCTION AND OVERVIEW

Chapterl

Production and Operations Management (POM) :An Introduction

Historical Milestones in POM

The Industrial Revolution

Post-Civil War Period

Scientific Management

Human Relations and Behavioralism

Operations Research

The Service Revolution

Factors Affecting POM Toaay

Different Ways of Studying POM

Production as a System

Production as an Organization Function

Decision Making in POM .

WRAP-UP:WHAT WORLD-CLASS PRODUCERS DO

REVIEW AND DISCUSSION QUESTIONS

SELECTED BIBLIOGRAPHY

INDUSTRY SNAPSHOT:

1.1 Scientific Mmagement at Ford' s Rouge Plant

Chapter2

Operations Strategy: Using Quality.Cost.and Service as Competitive

Weapons

Today's Global Business Condidons

Reality of Global Competition

U. S. Quality , Flexibility, and Cost Challenges

Advanced Production Technology

Continued Growth of the Service Sector

Scarcity of Production Resources

Social-Responsibility Issues

Operations Strategy

Competitive Priorities of Production

Elements of Operations Strategy

Operations Strategy in Services

Forming Operations Strategies

Evolution of Positioning Strategies

Linking Operations and Marketing Strategies

Variety of Strategies Can Be Successful

Competitiveness of U. S. Manufacturers

WRAP-UP:WHAT WORLD-CLASS PRODUCERS DO

REVIEW AND DISCUSSION QUESTIONS

CASES

SELECTED BIBLIOGRAPHY

INDUSTRY SNAPSHOTS:

2.1 Optimistic Signals About the Health ofU.S. Manufacturing

2.2 Strategic AUiances

2.3 World Cars Getting Worldlier

2.4 North American Auto Industry Transplants

2.5 Clewing Vp Pays Off

2.6 Recycling and Conservation in Industry

2.7 Ethics Can Boost the Bottom tine

Chapter 3

Forecasting in POM: The Starting Point for All Planning

Qualitative Forecasting Methods

Quantitative Forecasting Models

Forecast Accuracy

Long-Range Forecasts

Short-Range Forecasts

How to Have a Successful Forecasting System

How to Select a Forecasting Method

How to Monitor and Control a Forecasting Model

Computer Software for Forecasting

Forecasting in Small Businesses and Start-Up Ventures

WRAP-UP: WHAT WORLD-CLASS PRODUCERS DO

REVIEW AND DISCUSSION QUESTONS

PROBLEMS

CASES

SELECTED BffiLIOGRAPHY

INDUSTRY SNAPSHOTS:

3.1 Dealins with Risk in Forecasting at Royal Dutch/shell Group

3.2 Using a Forecasling Expert System at Xerox

3.3 Forecasting Flare Sales at Olin Corpomfion

3.4 Focus Forecastinj! at American Hardware Supply

Partll

STRATEGIC DECISIONS: PLANNING PRODUCTS, PROCESSES

TECHNOLOGIES, AND FACILITIES

Chapter 4

Designing and Developing Products and Production Processes: Manufacturing and

Service Operations

Designing and Developing Products and Services

Sources ofProduct Inwvation

Devehping New Products

Geiting New Products to Market Faster

Improving the Designs ofExisting Products

Designing for Ease ofProduction

Designingfor Quality

Designing and Developing New Services

Process Planning and Design

Major Pactors Affecting Process Design Decisions

Nature of Product/Servke Demand

Degree cf Vertical Integration

Production Flexibility

Degree ofAutomation

Product/Service Quality

Types of Process Designs

Product-Focused

process-Focused

Group Technology/Cellular Manufacturing

Interrelationships Among Product Design, Process Design, and Inventory Policy

Process Design in Services

Deciding Among Processing Altematives

Batch Size and Product Variety

Capital Requirements for Process Designs

Economic Analysis

Assembly Charts

Process Charts

Plant Tours

A Product-Focused, Dedicated Factory: Safety Products Corporation

A Process'Focused Factory: R. R. Donnelley & Sons

A Service Operation: Wal-Mart Regional Distribution Center

WRAP-UP: WHAT WORLD-CLASS PRODUCERS DO

RBVIEW AND DISCUSSION QUBSTTONS

PROBLBMS

CASES

SBLECTED BfflLIOGRAPHY

INDUSTRY SNAPSHOTS:

4.1 What Some U.S. Companies Are Doing to Get New Products to Markets Faster

4.2 Product Design Is Key to U.S. Manufacluring Competitiveness

4.3 Compaq Changes to Produce-to-Order

4.4 Developing a Blueprint for Services

Chapter5

Production Technology: Selectioa and Management

Proliferation of Automation

Types of Automation

Machine Attachments

Numerically Controlled (N/C) Machines

Robots

Automated Quality Control Inspection

Automatic Jdentification Systems (AIS)

Automated Process Controls

Automated Production Systems

Automated Flow LInes

Automated Assembly Systems

Flexible Manufacturing Systems (FMS)

Automated Storage and Retrieval Systems (ASRS)

Pactodes of the Future

CAD/CAM

Computer-lntegrated Manufacluring (ClM)

Characteristics ofFactories ofthe Future

Automadon in Services

Automadon Issues

High-Tech, Mid-Tech, or Low-Tech Production?

Building Manufacturing Flexibility

Justifying Automation Projects

Mcmaging Technological Change

Worker Displacement, Training, and Retraining

Deciding Among Automation Altematives

Economic Analysis

Rating Scale Approach

Relative-Aggregate-Scores Approach

WRAP-UP: WHAT WORLD-CLASS PRODUCERS DO

REVlEW AND DlSCUSSlON QUESTlONS

PROBLBMS

CASES

SELECTED BlBUOORAPHY

INDUSTRY SNAPSHOTS:

5.1 Gamble on New Technology Pays QffBig

5.2 U.S. Maunfacturwg Tuming to Aulmation

5.3 One ofthe First N/C Machines

5.4 A Breakthrough in Automating the Assembly Line

5.5 FMS Switches to Other Products in Seconds

5.6 Integrating Information and Automation Technology into Service Operations

Chapter 6

Allocating Resources to Strategic Alteraatives

Recognizing LP Problems

Fonnulating LP Problems

Solving LP Problems

Graphical LP Solutions

Overview of Other LP Solution Methods

Real LP Problems

Interpreting Computer Solutions of LP Problems

WRAP-UP: WHAT WORLD-CLASS PRODUCBRS DO

RBVffiW AND DBCUSSlON QUESTlONS

PROBLBMS

ASBS

SBLBCTBD BlBUOORAPHY

INDUSTRY SNAPSHOTS:

6.1 U.S. Econwmic Development Threatened by Resowce Shortage

6.2 Prodwction Reswrces Are in Short Supply

6.3 Linear Programming Cutting Costs at American Airlines

6.4 Scientific American Praises the Simplex Method ofLinear Programnting

6.5 The Startling Discovery at Bell Labs

Chaptar 7

Long-Range Capaclty Planning and Facility Locatfon

Long-Range Capacity Planning

Definifion ofProduction Capacity

Measurements ofCapacity

Forecastmg Capacity Denumd

Ways of Changing Capacity

Economies ofScale

Analyzing Capacity-Planniftg Decisions

Decision Tree Analysis

Facility Location

Factors Affecting Locafion Decisions

Types of Facilities and Their Dominant Locational Factors

Data, Politics,Incentives, and Preemptive Tactics

Analyzing Retailing and Other Service Locations

Anatyzing industrial Facility Locations

Integrating Quantitative cmd Qualitative Factors into Location Decisions

WRAP-UP: WHAT WORLD-CLASS PRODUCBRS DO

REVIEW AND DlSCUSSlON QUESTONS

PROBLEMS

CASES

SBLECTED BBUOGRAPHY

INDUSTKY SNAPSHOTS:

7.7 Automakers Facing Challenge ofthe 'Ws Overcapacity

7.2 GM Fmds a LocaUon for Satum

7.3 Mexico Is Attracting More Foreign Plants

7.4 McDonald's Site-Location Softwore

Chaptar 8

Facility Layout: Manufacturing and Services

Manufacturing Pacility Layouts

Materials Handling

Process Layouts

Product Layouts

Cellular Manufacturing (CM) Layouts

Fixed-Position Layouts

Hybrid Layouts

New Trends in Manufacmnng Layouts

Analyzing Manufacturing Facility Layouts

Planning Process andWarehouse Layouts

Plannmg Product Layouts

Service Facility Layouts

Types ofService Facility Layouts

Analyzing Service Facility Layouts

WRAP-UP: WHAT WORLD-CLASS PRODUCERS DO

REVIEW AND DISCUSSlON QUESTlONS

PROBLEMS

CASES

SELECTED BBLlOGRAPHY

INDUSTRY SNAPSHOT:

8.1 The Nature of Mimufactwing Cells

Part lll

OPERATlNG DEClSlONS; PLANNlNG PRODUCTlON TO MEET

DEMAND

Cbapter 9

Production-Planning Systems, Aggregate Planning, and Master Production

Scheduling

Production-Planning Hierarchy

Aggregate Planning

Aggregate Demand

Dimensions ofProduction Capacity

Sources of Medium-Range Production Capacity

Some Tradilional Aggregate Plans

Criteriafor Selecting Aggregate Plans

Aggregate Plansfor Services

Mathematical Models for Aggregate Planning

Preemptive Tactics

Master Production Scheduling

Objectives ofMaster Production Scheduling

Time Fences in Master Production Schedules

Procedures for Developing Master Production Schedules

Demand Management

Weekly Updating ofthe MPS

MPS in Produce-to-Stock and Produce-to-Order Firms

Length ofPlanning Horiwns

Computerized MPS

Types of Production-Planning and Control Systems

Pond-Draining Systems

Push Systems

Pull Systems

Focusing on Bottlenecks

WRAP-UP: WHAT WORLD-CLASS PRODUCERS DO

REVlEW AND DBCUSSlON QUESTTONS

PROBLEMS

CASES

SELECTED BlBLIOGRAPHY

INDUSTRY SNAPSHOT:

9.7 Aggregate Planning at Sherman-Brown Chemical Company

Chapter lO

INdependent Demand Inventory Systems

Opposing Views of Inventories

Why We Want to Hold Inventories

Why We Do Not Want to Hold Inventories

Nature of Inventones

Fixed Order Quantity Systems

Determinmg Order Qwmtities

Determining Order Points

Fixed Order Period Systems

Other Inventory Modets

Hybrid Inventory Models

Single-Period Inventory Models

Some Realities of Inventory Planning

ABC Classification ofMaterials

EOQ and Uncertainty

Dynamics oflnventory Planning

Other Factors Affecting Inventory Planning

Computers and Inventory Planning

WRAP-UP: WHAT WORLD-CLASS PRODUCERS DO

REVlEW AND DlSCUSSlON QUESTlONS

PROBLEMS

CASES

SELECTED BBUOORAPHY

INDUSTRY SNAPSHOT:

lO. l Managers Use Computers to Make Inventory Decisions

Chapter 11

Resource Requirements Planning Systems: Material Requirements Planning

(MRP) aod Capacity Requirements Planning (CRP)

Material Requirements Planning (MRP)

Objectives ofMRP

Elements ofMRP

Green Thumb Water Sprinkler Company

Lot-Sizing in MRP

Issues in MRP

From MRP l to MRP ll

How MRP Adapts to Change

Evaluation ofMRP

Capacity Requirements Planning (CRP)

Load Schedules

WRAP-UP: WHAT WORLD-CLASS PRODUCERS DO

REVlEW AND DlSCUSSlON QUESTlONS

PROBLEMS

CASES

SELBCTED BBUOGRAPHY

INDUSTRY SNAPSHOT:

ll.l Green Thumb Water Sprinkler Company

Chapter 12

Shop Floor Planning and Control in Manufacturing

Scheduling Process-Focused ManirfactBrina

Shop-Floor Plamiing and Control

prder-Sequencing Problems

Assignmenl Problems

Scheduling Product-Focused Manufactaring

Batch Scheduling

Delivery Schedules: Line-of-Balance Method

Computerized Scheduling Systfems

WRAP-UP: WHAT WORLD-CLASS PRODUCTRS DO

REVBW AND DlSCUSSlON QUBSTIONS

PROBLEMS

CASBS

SELECTED BIBLUOGRAPHY

INDUSTRY SNAPSHOT:

12.1 Finite Loading at SMC

Chapter13

Planning and Scheduling Service ODeratfons

Nature ofServices Revisited

Operations Strategies for Services

Types ofService Operations

Scheduling Challenges in Semces

Scheduling Quasi Manufacturing Service Operanons

Process-Focused Operations

Product-Focused Operations

Work-Shtft Scheduling in Service Operatwns

Scheduling Customer-as-Participant servica Opeiatioas

Nature of These Operations

Waiting Lines in Service Operanons

Scheduling Customer-as-Product Service OPerations

Nature of These Operations

Using Computer Simutation m Servtce OPeranons

WRAP-UP: WHAT WORLD-CKASS PRODUCERS DO

RBVIEW AND DISCUSSlON QUBSTlONS

PROBLBMS

CASBS

SELECTBD BlBLlOGRAPHY

INDUSTRY SNAPSHOT!

13.1 Reality of Competifion Orippins the U-S. Service sector

Chaptar14

Just-in-Time (JTT) Manufacturing

The Just-in-Time (JlT) Manufacturing Philosophy

Prerequisites for JlT Manufacturma

Elements of JIT Manufacturing

Eliminating Waste

Enforced Problem Solving and Continuous Inwrovement

People Make JIT Work

Total Quality Mcmagement (TQM)

Parallel Processing

Kanban Prodwtion Control

JIT Purchasmg

Workins Toward Reducing Inventories

Working Toward Repetifive Manufacturing

Benefits of JIT Manufacturing

Success and JIT Manufacturing

WRAP-UP: WHAT WORLD-CLASS PRODUCERS DO

REVIEW AND DISCUSSION QUESTIONS

PROBLBMS

CASES

SELECTBD BIBLIOGRAPHY

INDUSTRY SNAPSHOTS:

14.1 A Revolutionary Way to Streamline the Factory

14.2 Using Queuing Theory to Achieve Time-Based Competition

14.3 JIT Purchasing: Success and Obstacles

14.4 JTT Manufacturing Successes

Chapter 15

Materials Management and Purchasing

Purchasing

Importance ofPurchasing Today

Mission ofPurchasing

What Purchasing Managers Do

Purchasing Departments in Organizattons

Purchasing Processes

Buyers and Their Duties

Make-or-Buy Anatysis

Ethics in Buying

Purchasing: The Intemational Frontier

Just-in-Time (JIT) Purcfaasing

Logistics

Production Control: Movemenf ofMatervals within Factoies

Shipments fo mdfrom Factones

Innovafions in Logistics

Warehousing

Warehousing Operations

Melhods ofInventory Accountmg

Contemporary Developments m Warehousing

Expediting

Benchmarking the Performance of Materials Manaeers

WRAP-UP: WHAT WORLD-CLASS PRODUGBSS DO

REVIEW AND DISCUSSION QUESTIONS

FIELD PROIECTS IN MATERIALS MANAGEMENT

PROBLEMS

CASES

SELECTBD BIBUOGRAPHY

INDUSTRY SNAPSHOTS:

15.1 Allegations oflmproper Behavior by Buyers

15.2 Manufacturers and Suppliers Fom New Partnerships

15.3 Innovation in Shipping Methods

l5.4 Truckmg Firms Use Computers

PartlV

CONTROL DEClSlONS: PLANNlNG AND CONTROLLlNG

OPERATlONS FOR PRODUCTlVlTY, QUALlTY, AND

RELlABlLlTY

Chapter16

Productivity, Teamwork, and Empowerment: Behavior, Work Methods, and

Work Measurement

Productivity and Human Behavior

Multffactor Approach to Measuring Productivity

Labor Prvductivity

Designing Workers' Jobs

Empowering Workers

Work Methods Analysis

Principles ofMotion Economy

Hcw to Do Methods Anatysis

Work Measurement

Labor Standards

Time Study

Work Sampling

Predetermined Time Standards

Leaming Curves

Arithmetic Analysis

Logarithmic Analysis

Leaming-Curve Tables

Selecting a Leaming Rate

Uses and Limitations ofLeammg Curves

Employees* Health and Safety

WRAP-UP: WHAT WORLD-CLASS PRODUCBRS DO

REVlEW AND DlSCUSSlON QUESTIONS

PROBLEMS

CASBS

SBLECTED BBUOGRAPHY

INDUSTRY SNAPSHOTS:

16.1 Low Wages No tonger Give Competitive Edse

16.2 Multifactor Approach to Measuring Productivity

16.3 U-S. ProductivtyandStandardOflivingNo. l in World

16.4 Pfvductivity lmprovement w rora MOtor Comjpany

16.5 Training Employeesfor a Competilive Edge

16.6 The Japanese Approach to Job Security and Lifetime Emplayment

Chapter17

Total Quality Management (TQM)

Nature of Quality

Dimensions of Quality

Determinants of Quality

Costs of Quality

Traditional Quality Management

Modem Quality Management

Quality Gurus

Quality Drives the Productivity Machine

Other Aspects ofthe Quality Picture

Emerging Quality Standards

Malcolm Baldrige National Quality'Award

The Deming Prize

ISO 9000 Stanlards

Total Quality Management (TQM) Programs

Top Management Commitment and Involvement

Customer Involvement

Designing Products for Quality

DesignIng and Controlling Production Processes

Developing Supplier Partnerships

Customer Service, Distribution, and Installation

Bulding Teams ofEmpowered Employees

Benchmarking and Continwus Improvement

TQM in Service

Evaluation of TQM

WRAP-UP: WHAT WORLD-CLASS PRODUCERS DO

REVlEW AND DlSCUSSlON QUESTlONS

PROBLEMS

CASES

SELECTED BBUOGRAPHY

INDUSTRY SNAPSHOTS:

17.1 U-S. Quality Is Better, Bul Needs to Be Best

77.2 Demmg's Way

77.3 The Malcolm Balbrige National Quality Award

17.4 Empowered Work Teams at Square D Corporation

77.5 World-Class Companies in Benchmarking

77.6 Closing the Service Quality Gaps

77.7 Examples ofTQM in Services

77.8 Avoiding the Pitfalls in Installing TQM Progrwns

Cbapter 18

Quality Control

Statistical Concepts in Quality Control

Samplmg

Central Limit Theorem and Quality Control

Control Charts

Control Charts for Attributes

Control Charts for Variables

Acceptance Plans

Single, Double, and Sequential Samples

Single-Sample Acceptance Plans for Attributes

Estimating Acceptance Criteria

Single-Sample Acceptance Plansfor Variables

Computers in Quality Control

Quality Control in Services

WRAP-UP: WHAT WORLD-CLASS PRODUCERS DO

REVlEW AND DlSCUSSlON QUESTONS

PROBLEMS

CASES

SELECTED BlBLIOGRAPHY

INDUSTRY SNAPSHOT:

18.1 Statistical Process Control (SPC)

Chapter 19

Planning and Controlling Projects

Project Management

Prqject-Planning and Control Techniques

Scheduling and Control Charts

Critical Path Method (CPM)

Program Evaluation and Review Technique (PERT)

Project Cost Control Systems

CPM/PERT in Practice

Computer Software for Project Management

An Evaluation of CPM/PERT

WRAP-UP: WHAT WORLD-CLASS PRODUCERS DO

REVIEW AND DlSCUSSlON QUBSTlONS

PROBLEMS

CASES

SELECTED BIBUOORAPHY

Chapter 20

Maintenance Management and Reliability

Repair Programs

Repair Crews, Standby Machines, and Repair Shops

Breakdowns Trigger Repairs and Corrective Actions

Early Parts-Replacement Policies

Letting Workers Repair Their Own Machines

Preventive Maintenance (PM) Programs

PM and Operations Strategies

Automation and the Prominence ofPM

Scheduling PM Activities

PM Data Base Requirements

Modem Approaches to PM

Machine Reliability

Secondary Maintenance Department Responsibilities

Trends in Maintenance

WRAP-UP: WHAT WORLD-CLASS PRODUCERS DO

REVlEW AND DlSCUSSlON QUESTTONS

PROBLEMS

CASBS

SBLECTED BBUOGRAPHY

INDUSTRY SNAPSHOTS:

20.7 PM at the Source, or Total Prevenlive Maintenance (TPM)

20.2 GM Vses Computer Monitoring ofMachines

20.3 Decision Support Systemfor Aircraft Maintenance Plmning at American Airlines

Appendixes

Appendix A

Nonnal Probability Distribution

Appendix B

Student's t Probability Distribution

Appendix C

The POM Computer Library

Appendix D

Linear Programming Solution Methods

Appendix E

Answers to Odd-Numbered Problems

Appendix F

Glossary

Author Index

Subject Index