Fee Download Operations Management: Processes and Supply Chains (10th Edition), by Lee J. Krajewski, Larry P. Ritzman, Manoj K. Malhotra
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Creating value through Operations Management.
Operations Management provides readers with a comprehensive framework for addressing operational process and supply chain issues. This text uses a systemized approach while focusing on issues of current interest.
NOTE: This is the standalone book, if you want the book/access card order the ISBN below:
0132960559 / 9780132960557 Operations Management: Processes and Supply Chains Plus NEW MyOMLab with Pearson eText -- Access Card Package
Package consists of
0132807394 / 9780132807395 Operations Management: Processes and Supply Chains
0132940477 / 9780132940474 NEW MyOMLab with Pearson eText -- Access Card -- for Operations Management: Processes and Supply Chains
- Sales Rank: #37109 in Books
- Brand: Prentice Hall
- Published on: 2012-01-16
- Ingredients: Example Ingredients
- Original language: English
- Number of items: 1
- Dimensions: 11.00" h x 1.10" w x 8.60" l, 2.38 pounds
- Binding: Hardcover
- 672 pages
Features
- Used Book in Good Condition
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 of the Decision Sciences Institute and was elected a Fellow of the Institute in 1988. He received the Distinguished Service Award in 2003. Lee received his Ph.D. from the University of Wisconsin. Over the years, he has designed and taught courses at both graduate and undergraduate levels on topics such as operations strategy, introduction to operations management, project 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," 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 operations strategy, manufacturing planning and control systems, supply-chain management, and master production scheduling. LARRY P. RITZMAN is the Thomas J. Galligan, Jr.Professor Emeritus in Operations and Strategic Management at Boston College, where he received the Distinguished Service Award from the School of Management. He is also Professor Emeritus at The Ohio State University where he served for twenty-three years. He received several awards at Ohio State for both teaching and research, including the Pace Setters' Club Award for Outstanding 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 service processes, operations strategy, production and inventory systems, forecasting, multistage manufacturing, 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. MANOJ K. MALHOTRA is the Jeff B. Bates Professor andChairman of the Management Science Department at the Moore School of Business, University of South Carolina (USC), Columbia. He holds an engineering undergraduate degree from The Indian Institute of Technology (IIT) Kanpur, India, and a Ph.D. in operations management from The Ohio State University. He is certified as the Fellow of American Production and Inventory Management Society (CFPIM), and has conducted seminars and consulted with firms such as John Deere, Metso Corporation, Phelps Dodge, Sonoco, UCB Chemicals, Milliken, and Verizon among others. Apart from teaching operations management, supply chain management, and global business issues at USC, Manoj has also taught at the Terry School of Business, University of Georgia; Wirtschaftsuniversitat Wien in Austria; and the Graduate School of Management at Macquarie University, Australia. His research has thematically focused on the deployment of flexible resources in manufacturing and service firms, and on the interface between operations and supply chain management and other functional areas of business. His work on these and related issues has been published in refereed journals such as "Decision Sciences," "European Journal of Operational Research," "IIE Transactions, International Journal of Production Research," "Journal of Operations Management," "OMEGA, "and "Production and Operations Management Journal." He is a recipient of the Decision Sciences Institute's Outstanding Achievement Award for the Best Application Paper in 1990, and the Stan Hardy Award in 2002 for the best paper published in the field of Operations Management. Manoj has won several teaching awards, including the Alfred G. Smith Jr. Excellence in TeachingAward in 1995 from the Moore School of Business at the University of South Carolina. He was voted by the students as an Outstanding Professor in the International MBA program by the classes of 1997, 1998, 1999, 2000, and 2005; and as the Outstanding Professor in the IMBA-Vienna program by the classes of 1998 and 2004. He was designated as one of the first "Master Teachers" in the Moore School of Business in 1998. He has been listed in "Who's Who among America's Teachers" in 1996 and 2000. Manoj is an associate editor of "Decision Sciences" and "Journal of Operations Management," past area editor of "POMS Journal" (2000-2003), and an editorial review board member of" Journal of Managerial Decision-Making," He is an active referee for several other journals in the field, and served as the co-editor for special focus issues of "Decision Sciences" (1999) and "Journal of Operations Management "(2002). He is the Program Chair for the 36th International Meeting of the Decision Sciences Institute (DSI) in San Francisco in 2005, and has also served as an associate program chair for the POMS national meeting in 1994. He has been involved in the Mid-Carolina chapter of APICS as its past President, executive board member, and an instructor of professional level CPIM certification courses.
Most helpful customer reviews
35 of 36 people found the following review helpful.
Operations Management needs better BusinessProcess Knowledge
By Dr. Kasumu O. Salawu
I believe a textbook is best reviewed by an instructor who has taught from it. At the University of Alabama in Birmingham, where I served as an adjunct professor in the fall of 1999, my MBA students and I dissected this book, cover-to-cover. It was a rewarding odyssey. As the subtitle suggests, the authors made every attempt to relate managerial decisions on operations to an organization's strategic pursuits. In this fifth edition of their text, the concept of processes was used not only to integrate service organizations' procedures into traditional manufacturing themes but also to draw attention to the growing use of processes and flows as the bases for reinventing adaptable organizations. This lays a good foundation for understanding the sort of efforts at the Center for Coordination Sciences at MIT where the Process Handbook, explicating interdependencies, has just been licensed to the Phios Corporation.
With a surge in the use of Enterprise Resource Planning software such as SAP, the treatment of Materials Requirements Planning and the introduction of a new chapter on Supply Chain Management are very timely. The future belongs to web-based transaction processing with forward and backward linkages to customers and suppliers respectively.
The authors resourcefully illustrated their topics with actual Managerial Practices and Internet Activities. We analyzed every one of the nineteen Case Studies but sidestepped the Experiential Learning projects only because we did not have enough time. Though we never found the Student CD Version of the text, the OM5 software on-line was quite useful even to analytically challenged students.
As the instructor, I appreciated the copious teaching aids that accompany the book. The Instructor's Manual was used with appropriate course outlines from other universities available on the web to fashion a course syllabus aimed at the diverse capabilities of the graduate students. The Solutions Manual helped with the two problem sets assigned and graded every week, as did the Test Bank and the Computerized Test Bank with the examinations. I borrowed a few of the slides from the Instructor's Resource Disk CD-ROM with PowerPoint Presentation which were also available on-line with a protected password. Even without the popcorn, the Operations Management in Action videos were worth a million words.
I have devoted so much space to evaluating the teaching aids because they are fast becoming the discriminating factors among textbooks of virtually equal merits. My thanks go to the college representatives and faculty services of both Addison Wesley and Prentice Hall who, even during their merger, supplied me with teaching aids as soon as they were available.
This text is geared toward a business school curriculum hence I must guard my assessment as someone who taught courses in Production Planning to graduate engineering students at Rutgers University starting in 1974. This book does not have the analytical rigor of the text I used then nor, say, Factory Physics by Hopp, et. al. that some use today. Nonetheless, I believe, tutorials on the general Simplex Method for Linear Programming as well as the Transportation Simplex Method and the Assignment Method should be included as Supplements. For illustrating the concepts of Shadow Prices and simple Post-Optimality analyses, these iterations are instructive. A general Errata Page for typo's and errors, especially in the problems, should be maintained on-line and be made generally accessible.
11 of 11 people found the following review helpful.
Superior text on Operations Management
By Chris Grosso
I used this book in my MBA studies and found it to be one of the best texts in any subject. As the subtitle suggests, it covers both strategic and analytical (or tactical) aspects of ops mgmt.
The book is a well rounded presentation of of the subject using text, graphics, equations, examples, and cases.
The most striking part of the book is in Aggregate Planning. For anyone who has worked in industry, we all know about strategic plans. How often though are other working plans created that are well linked to a strategy? Chapter 14 is the first time I have encountered a treatise on how to approach this. In addressing the types of plans, levels of plans, and their inter- relationships, the student is given the tools needed to actually implement a grand strategy, linked to workable sets of more detailed plans for each function.
Outstanding.
11 of 11 people found the following review helpful.
mental tools to help tame complexity
By Leo E. Walsh
I used this book during my MBA studies. It was okay, but I found it got a little detailed and too wordy at times. A more succinct writing style may have helped. Otherwise, the coverage was top-notch, since I really liked the material. The various inventory, forecasting and queuing models were nicely presented, as was linear programming. This book makes you appreciate how complex things are in the real world. Further, it offers you some mental tools to help tame that complexity, like SPC, six-sigma indices, and decision tree analysis.
The companion disk had some very useful things on it: MS Project, a simulation program, and a process-mapping program. I did not use the author's Excel program, though, as we were forced to develop our own during the class.
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