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Operations Management Reid 5th Edition Test Bank

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  • ISBN-10 ‏ : ‎ 1118323637
  • ISBN-13 ‏ : ‎ 978-1118323632
  • Author:  R. Dan Reid; Nada R. Sanders

In the 5th Edition of Operations Management, Dan Reid and Nada Sanders have strengthened their commitment to improve the teaching and learning experience in the introductory operations management course. The text provides a solid foundation of Operations Management with clear, guided instruction and a balance between quantitative and qualitative concepts. Through an integrated approach, the authors illustrate how all business students will interact with Operations Management in future careers. And, with increased support for students through new pedagogy, worked out examples and WileyPLUS, the 5th Edition provides the help students need to complete the course with greater success.   

Table of contents:

    1. GOALS OF THE BOOK
    2. ORGANIZATION AND CONTENT OF THE BOOK
    3. FEATURES OF THE BOOK
    4. OM ACROSS THE ORGANIZATION
    5. INTERACTIVE CASE Virtual Company
    6. TEACHING AND LEARNING RESOURCES
    7. ACKNOWLEDGMENTS
    8. SPECIAL THANKS
  • ABOUT THE AUTHORS
  • Contents
  • CHAPTER 1: Introduction to Operations Management
    1. WHAT IS OPERATIONS MANAGEMENT?
    2. DIFFERENCES BETWEEN MANUFACTURING AND SERVICE ORGANIZATIONS
    3. OPERATIONS MANAGEMENT DECISIONS
    4. PLAN OF THIS BOOK
    5. HISTORICAL DEVELOPMENT
    6. TODAY’S OM ENVIRONMENT
    7. OPERATIONS MANAGEMENT IN PRACTICE
    8. WITHIN OM: HOW IT ALL FITS TOGETHER
    9. OM ACROSS THE ORGANIZATION
    10. THE SUPPLY CHAIN LINK
    11. THE SUSTAINABILITY LINK
    12. Chapter Highlights
    13. Key Terms
    14. Discussion Questions
    15. CASE: Hightone Electronics, Inc.
    16. CASE: Creature Care Animal Clinic (A)
    17. INTERACTIVE CASE Virtual Company: www.wiley.com/college/reid
    18. INTERNET CHALLENGE: Demonstrating Your Knowledge of OM
    19. Online Resources
    20. Selected Bibliography
  • CHAPTER 2: Operations Strategy and Competitiveness
    1. THE ROLE OF OPERATIONS STRATEGY
    2. DEVELOPING A BUSINESS STRATEGY
    3. DEVELOPING AN OPERATIONS STRATEGY
    4. STRATEGIC ROLE OF TECHNOLOGY
    5. PRODUCTIVITY
    6. OPERATIONS STRATEGY WITHIN OM: HOW IT ALL FITS TOGETHER
    7. OPERATIONS STRATEGY ACROSS THE ORGANIZATION
    8. THE SUPPLY CHAIN LINK
    9. THE SUSTAINABILITY LINK
    10. Chapter Highlights
    11. Key Terms
    12. Formula Review
    13. Solved Problems
    14. Discussion Questions
    15. Problems
    16. CASE: Prime Bank of Massachusetts
    17. CASE: Boseman Oil and Petroleum (BOP)
    18. INTERACTIVE CASE Virtual Company
    19. INTERNET CHALLENGE Understanding Strategic Differences
    20. Online Resources
    21. Selected Bibliography
  • CHAPTER 3: Product Design and Process Selection
    1. PRODUCT DESIGN
    2. THE PRODUCT DESIGN PROCESS
    3. FACTORS IMPACTING PRODUCT DESIGN
    4. PROCESS SELECTION
    5. DESIGNING PROCESSES
    6. PROCESS PERFORMANCE METRICS
    7. LINKING PRODUCT DESIGN AND PROCESS SELECTION
    8. TECHNOLOGY DECISIONS
    9. DESIGNING SERVICES
    10. PRODUCT DESIGN AND PROCESS SELECTION WITHIN OM: HOW IT ALL FITS TOGETHER
    11. PRODUCT DESIGN AND PROCESS SELECTION ACROSS THE ORGANIZATION
    12. THE SUPPLY CHAIN LINK
    13. THE SUSTAINABILITY LINK
    14. Chapter Highlights
    15. Key Terms
    16. Formula Review
    17. Solved Problems
    18. Discussion Questions
    19. Problems
    20. CASE: Biddy’s Bakery (BB)
    21. CASE: Creature Care Animal Clinic (B)
    22. INTERACTIVE CASE Virtual Company
    23. INTERNET CHALLENGE Country Comfort Furniture
    24. Online Resources
    25. Selected Bibliography
  • CHAPTER 4: Supply Chain Management
    1. WHAT IS A SUPPLY CHAIN?
    2. COMPONENTS OF A SUPPLY CHAIN FOR A MANUFACTURER
    3. THE BULLWHIP EFFECT
    4. SUPPLY CHAINS FOR SERVICE ORGANIZATIONS
    5. MAJOR ISSUES AFFECTING SUPPLY CHAIN MANAGEMENT
    6. THE ROLE OF PURCHASING
    7. SOURCING ISSUES
    8. SUPPLY CHAIN DISTRIBUTION
    9. IMPLEMENTING SUPPLY CHAIN MANAGEMENT
    10. SUPPLY CHAIN PERFORMANCE METRICS
    11. TRENDS IN SUPPLY CHAIN MANAGEMENT
    12. SUPPLY CHAIN MANAGEMENT WITHIN OM: HOW IT ALL FITS TOGETHER
    13. SCM ACROSS THE ORGANIZATION
    14. THE SUPPLY CHAIN LINK
    15. THE SUSTAINABILITY LINK
    16. Chapter Highlights
    17. Key Terms
    18. Formula Review
    19. Solved Problems
    20. Discussion Questions
    21. Problems
    22. CASE: Electronic Pocket Calendars Supply Chain Management Game
    23. CASE: Supply Chain Management at Durham International Manufacturing Company (DIMCO)
    24. INTERACTIVE CASE Virtual Company
    25. INTERNET CHALLENGE Global Shopping
    26. Online Resources
    27. Selected Bibliography
  • CHAPTER 5: Total Quality Management
    1. DEFINING QUALITY
    2. COST OF QUALITY
    3. THE EVOLUTION OF TOTAL QUALITY MANAGEMENT (TQM)
    4. THE PHILOSOPHY OF TQM
    5. QUALITY AWARDS AND STANDARDS
    6. WHY TQM EFFORTS FAIL
    7. TOTAL QUALITY MANAGEMENT (TQM) WITHIN OM: HOW IT ALL FITS TOGETHER
    8. TOTAL QUALITY MANAGEMENT (TQM) ACROSS THE ORGANIZATION
    9. THE SUPPLY CHAIN LINK
    10. THE SUSTAINABILITY LINK
    11. Chapter Highlights
    12. Key Terms
    13. Formula Review
    14. Solved Problems
    15. Discussion Questions
    16. Problems
    17. CASE: Gold Coast Advertising (GCA)
    18. CASE: Delta Plastics, Inc. (A)
    19. INTERACTIVE CASE Virtual Company
    20. INTERNET CHALLENGE Synder Bakeries
    21. Online Resources
    22. Selected Bibliography
  • CHAPTER 6: Statistical Quality Control
    1. WHAT IS STATISTICAL QUALITY CONTROL?
    2. SOURCES OF VARIATION: COMMON AND ASSIGNABLE CAUSES
    3. DESCRIPTIVE STATISTICS
    4. STATISTICAL PROCESS CONTROL METHODS
    5. CONTROL CHARTS FOR VARIABLES
    6. Using Mean and Range Charts Together
    7. CONTROL CHARTS FOR ATTRIBUTES
    8. P -Charts
    9. PROCESS CAPABILITY
    10. SIX SIGMA QUALITY
    11. ACCEPTANCE SAMPLING
    12. IMPLICATIONS FOR MANAGERS
    13. STATISTICAL QUALITY CONTROL IN SERVICES
    14. STATISTICAL QUALITY CONTROL (SQC) WITHIN OM: HOW IT ALL FITS TOGETHER
    15. STATISTICAL QUALITY CONTROL (SQC) ACROSS THE ORGANIZATION
    16. THE SUPPLY CHAIN LINK
    17. THE SUSTAINABILITY LINK
    18. Chapter Highlights
    19. Key Terms
    20. Formula Review
    21. Solved Problems
    22. Discussion Questions
    23. Problems
    24. CASE: Scharadin Hotels
    25. CASE: Delta Plastics, Inc. (B)
    26. INTERACTIVE CASE Virtual Company
    27. INTERNET CHALLENGE Safe-Air
    28. Selected Bibliography
  • CHAPTER 7: Just-in-Time and Lean Systems
    1. THE PHILOSOPHY OF JIT
    2. ELEMENTS OF JIT
    3. JUST-IN-TIME MANUFACTURING
    4. TOTAL QUALITY MANAGEMENT
    5. RESPECT FOR PEOPLE
    6. BENEFITS OF JIT
    7. IMPLEMENTING JIT
    8. JIT IN SERVICES
    9. JIT AND LEAN SYSTEMS WITHIN OM: HOW IT ALL FITS TOGETHER
    10. JIT AND LEAN SYSTEMS ACROSS THE ORGANIZATION
    11. THE SUPPLY CHAIN LINK
    12. THE SUSTAINABILITY LINK
    13. Chapter Highlights
    14. Key Terms
    15. Formula Review
    16. Solved Problems
    17. Discussion Questions
    18. Problems
    19. CASE: Katz Carpeting
    20. CASE: Dixon Audio Systems
    21. INTERACTIVE CASE Virtual Company
    22. INTERNET CHALLENGE Truck-Fleet, Inc.
    23. Online Resources
    24. Selected Bibliography
  • CHAPTER 8: Forecasting
    1. PRINCIPLES OF FORECASTING
    2. STEPS IN THE FORECASTING PROCESS
    3. TYPES OF FORECASTING METHODS
    4. TIME SERIES MODELS
    5. CAUSAL MODELS
    6. MEASURING FORECAST ACCURACY
    7. SELECTING THE RIGHT FORECASTING MODEL
    8. FORECASTING SOFTWARE
    9. FOCUS FORECASTING
    10. COMBINING FORECASTS
    11. COLLABORATIVE PLANNING, FORECASTING, AND REPLENISHMENT (CPFR)
    12. FORECASTING WITHIN OM: HOW IT ALL FITS TOGETHER
    13. FORECASTING ACROSS THE ORGANIZATION
    14. THE SUPPLY CHAIN LINK
    15. THE SUSTAINABILITY LINK
    16. Chapter Highlights
    17. Key Terms

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