Auteurs : Hélène Giroux, Claire Poitras, Véronique Poirier
ISBN : 978-2-923710-54-9
Copyright : 2015
Nombre de pages : 438
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Prix : 79.95 $ CAD
Operations management and logistics lies at the heart of every organization, whether manufacturing or services, large or small, public or private, multinational or SMB. It is thus essential for all managers and business school graduates to master the fundamental concepts of operations management and logistics and to be capable of choosing and applying the best methods for the situation throughout their career.
This textbook aims to present the essentials of operations management and logistics and to explain them in sufficient detail for the reader to apply them. The authors have deliberately stayed away from the latest trends in OML, not only because they will soon be outmoded anyway, but also because they are all rooted in the same timeless set of principles that can be applied to a variety of different contexts. A good manager should thus be like a chef who first masters the basics of his craft and can then combine them to make any recipe.
Finally, though much space is devoted to the quantitative tools essential to operational system design and logistics management, these tools are always subordinate to the management decisions they are meant to support. The central theme running through all the chapters is the need to make choices. In logistics and operations management, there is rarely a simple, clearly marked path. Every decision the manager makes involves give and take. In fact, a good subtitle for this book could have been “The Art of Compromise”.
Chapter 1: Introduction to operations management and logistics
1.1 What is operations management and logistics?
1.2 How is operations management and logistics important for me?
1.3 OML’s heritage
1.4 The strategic role of OML
1.5 The concept of trade-offs
1.6 Characteristics of the different operating contexts
1.7 Logistics and the global supply chain
1.8 Operational system design and improvement
1.9 Chapter summary
Chapter 2: Demand forecasting
2.1 Defining the concept of forecasting
2.2 Why is forecasting important for me?
2.3 Factors influencing demand
2.4 How does one forecast demand?
2.5 Time series analysis
2.6 Measures of error
2.7 Chapter summary
Chapter 3: Inventory management
3.1 The notions of inventory, warehousing and stock-taking
3.2 Why is inventory management important for me?
3.3 The ABC classification
3.4 Inventory costs and the need for trade-offs
3.5 Calculating the economic order quantity
3.6 Inventory replenishment
3.7 Safety stocks
3.8 Chapter summary
Chapter 4: Aggregate production planning
4.1 The notion of operations planning
4.2 Why is aggregate planning important for me?
4.3 Aggregate planning and the data required
4.4 Basic principles of aggregate planning
4.5 Equivalent units and actual units of production
4.6 Developing the aggregate production plan and comparing different plans
4.7 Chapter summary
Chapter 5: Master production scheduling and material requirements planning
5.1 Master production scheduling and material requirements planning in the planning process
5.2 Why are master production scheduling and material requirements planning important for me?
5.3 Basic principles of master production scheduling
5.4 Preparing the master production schedule
5.5 Fundamental principles of material requirements planning
5.6 Developing the material requirements plan
5.7 Chapter summary
Chapter 6: Scheduling and project planning
6.1 The notion of scheduling
6.2 Why is scheduling important for me?
6.3 Production activity control
6.4 Project planning
6.5 Chapter summary
Chapter 7: Sourcing and logistics
7.1 The concept of sourcing
7.2 Why is sourcing management important for me?
7.3 The purchaser’s organizational context
7.4 The purchasing process
7.5 Selection criteria for suppliers
7.6 From purchasing to logistics and the global supply chain
7.7 Chapter summary
Chapter 8: The product-process mix and facility layout
8.1 Operational system design and the product-process mix
8.2 Why is operational system design important for me?
8.3 The product offering and its evolution
8.4 Product design
8.5 From product to process
8.6 Facility layout
8.7 Chapter summary
Chapter 9: Design and improvement of work systems – Capacity management
9.1 The concept of work system design
9.2 How are design of work systems and capacity important for me?
9.3 Work study
9.4 Work measurement
9.5 From measuring work to calculating capacity
9.6 The notion of capacity
9.7 Factors affecting capacity
9.8 Capacity management
9.9 Chapter summary
Chapter 10: Quality management
10.1 The concept of quality
10.2 How is quality management important for me?
10.3 Managing quality
10.4 Quality control
10.5 Process variability and its impact on quality
10.6 Control charts
10.7 Chapter summary