Operations Management, A Value Driven Approach

Melnyk and Denzler have written a text that looks at operations management from a different perspective value. In this text, value is a dynamic theme that brings together the issues of performance, cost, competitive reactions, and customer expectations. By using a value-driven perspective, the authors enable students to view every activity in the operations management system in terms of its ability to enhance value. Students learn to evaluate: who current customers are and who new customers will be; what the customer wants; the degree of overlap between the current operations management system and the demands and expectations of customers; how to structure the OM system to deliver value; and, finally, how to measure performance.

 

PART 1: Operations Management: A Value-Driven Approach Chapter l: Operations Management: A Field In Transition PART II: The Conceptual Foundation of the Value-Driven Approach Chapter 2. Value Chapter 3. Identifying Elements of Value Chapter 4. Decision Making in Operations Management Part III.. Value as a Driver of Operations Management Systems Chapter 5:. Process: The Building Blocks of the Value-Driven OM System Chapter 6. Managing the Human Resources 6a. Selected Learning Rates Chapter 7. Total Quality Management: Frameworks and Standards Chapter 8. Total Quality Management: Tools and Techniques Part IV. The Design of Value-Driven Operations Management Systems Chapter 9. The Just-in-Time Management 9a. Total Productive Mantenance Chapter 10. Demand Management and Demand Forecasting 10a. Forecasting Learning Lab Chapter 11. Product-Innovation Process Chapter 12. Designing the Delivery Process Chapter 13. Supply Chain Management Part V. Planning Issues in Value-Driven OM Systems Chapter 14. Resource Management: Operations Planning and Control Chapter 15. Capacity Management Part VI. Execution in Value-Driven OM Systems Chapter 16. Inventory Management Chapter 17. Materials Management Chapter 18. Shop-Floor Control and Scheduling 18a. Scheduling for Process/Assembly Lines 18b. Scheduling for Cellular Manufacturing Systems Part VII The Strategic Audit Chapter 19. Future Challenges for Operations Managers 19a. Staying Current in a Changing Environment Appendix: Normal Distribution Glossary Name Index Subject Index