Matching Supply with Demand: An Introduction to Operations management Gerald
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TABLE OF CONTENTS
CHAPTER 1: Introduction
CHAPTER 2: The Process View of the Organization
CHAPTER 3: Understanding the Supply Process: Evaluating Process Capacity
CHAPTER 4: Estimating and Reducing Labor Costs
CHAPTER 5: Batching and Other Flow Interruptions: Setup Times and the Economic Order Quantity Model
CHAPTER 6: The Link between Operations and Finance
CHAPTER 7: Quality and Statistical Process Control
CHAPTER 8: Lean Operations and the Toyota Production System
CHAPTER 9: Variability and Its Impact on Process Performance: Waiting Time Problems
CHAPTER 10: The Impact of Variability on Process Performance: Throughput Losses
CHAPTER 11: Scheduling to Prioritize Demand
CHAPTER 12: Project Management
CHAPTER 13: Forecasting
CHAPTER 14: Betting on Uncertain Demand: The Newsvendor Model
CHAPTER 15: Assemble-to-Order, Make-to-Order, and Quick Response with Reactive Capacity
CHAPTER 16: Service Levels and Lead Times in Supply Chains: The Order-up-to Inventory Model
CHAPTER 17: Risk-Pooling Strategies to Reduce and Hedge Uncertainty
CHAPTER 18: Revenue Management with Capacity Controls
CHAPTER 19: Supply Chain Coordination
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