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This book addresses a growing demand for a brief treatment of operations management. At less than 500 pages, it comprehensively covers the essential topics for active learners.Chapter topics include competing with operations, process management, managing project processes, managing technology, quality, capacity, location and layout, supply chain management, forecasting, inventory management, aggregate planning and scheduling, resource planning, and lean systems.For project managers and other business personnel who need to manage and improve processes.
We wrote this book to address the growing demand in operations management for a brief book that still retains the rich set of pedagogical features. Most students who take this course, either at the undergraduate or graduate level, major in functional areas other than operations. Instructors are looking for a briefer book that conveys the essential ideas and techniques without the encyclopedic amount of information found in standard textbooks. The book is suitable for the MBA market because of its managerial perspective and strong coverage of process management. MBA students need to understand the interrelated processes of a firm, which connects operations with all other functional areas of an organization. They need to understand how each part of an organization, not just the operations function, must design and manage processes and deal with quality, technology, and staffing issues. The book is also suitable for undergraduates because it provides the pedagogical structure (clear explanations, step-by-step examples of quantitative techniques, numerous solved problems and homework problems, and the like) that undergraduates need. Foundations of Operations Managementprovides a brief version of the up-to-date material in the 6th edition of our full-length textbook,Operations Management,and yet keeps much of the essential content. This streamlined version was created in part by transferring some content to the Student CD-ROM and to our Interactive Web site. We also did considerable pruning on a paragraph-by-paragraph basis to weed out material not needed for a streamlined "foundations" book. Chapters are consolidated as appropriate to create a smaller number of learning units. In so doing, we create opportunities in and out of the classroom for various forms of active learning: experiential exercises, cases, virtual tours, discussion questions, OM Explorer activities, video discussions, and Internet activities. There are three main learning goals for this edition. Our first goal is to help students become effective managers in today's competitive, global environment. They discover the challenge of both managing activities throughout the organization, and how the operations function fits into the organization. Second, we seek to help students discover the excitement of the dynamic field of operations management (OM). We engage them by offering interesting examples at numerous firms that bring operations alive, presenting new technologies for enhancing decision-making and data gathering, and including realistic cases that encourage open debate of important issues. Third, to put the subject in appropriate context, we want students to understand what managers do about processes, to realize that operations management involves many cross-functional links, and to learn more about the tools that managers can use to make better operating decisions. ORGANIZATION We have organized the text so that it moves from strategic choices to tactical decisions. Chapter 1, "Competing with Operations," merges Chapters 1 and 2 fromOperations Management,6th ed., and sets the tone of the text. We view organizations as composed of many processes, and show that operations principles and techniques are most suited for their management and analysis. This approach, which carries forward throughout the text, appeals to students regardless of their academic major. This chapter also establishes the basic principles of operations strategy. Chapter 2, "Process Management," provides more insight on the management of processes and on how key process choices should be made. It provides a systematic approach to improving processes, including taking advantage of several software packages. The material on service process management is reinforced. To streamline the chapter, we deleted the sections on job design considerations and the Extend simulation case, and shifted the Big Picture of King Soopers Bakery to the Stu