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Lecture Operations management (6th Edition): Chapter 11 - R. Dan Reid, Nada R. Sanders
In this chapter students will be able to: Identify some of the main reasons organizations need to make location decisions, explain why location decisions are important, discuss the options that are available for location decisions,...
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Lecture Operations management (6th Edition): Chapter 12 - R. Dan Reid, Nada R. Sanders
After completing this chapter, students will be able to: Describe the nature of a transportation problem, solve transportation problems manually and interpret the results, set up transportation problems in the general linear programming format, interpret computer solutions.
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Lecture Operations management (6th Edition): Chapter 13 - R. Dan Reid, Nada R. Sanders
In this chapter you should be able to: Discuss the philosophies of quality gurus, define the term quality as it relates to products and as it relates to services, identify the determinants of quality,...
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Lecture Operations management (6th Edition): Chapter 14 - R. Dan Reid, Nada R. Sanders
In this chapter, you will learn to: Explain the need for quality control, discuss the basic issues of inspection, list and briefly explain the elements of the control process, explain how control charts are used to monitor a process, and the concepts that underlie their use,...
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Lecture Operations management (6th Edition): Chapter 15 - R. Dan Reid, Nada R. Sanders
After studying this chapter you will be able to: Explain the purpose of acceptance sampling, compare and contrast single- and multiple-sampling plans, describe what an operating characteristic curve does, determine the average outgoing quality of inspected lots.
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Lecture Operations management (6th Edition): Chapter 16 - R. Dan Reid, Nada R. Sanders
In this chapter you should be able to: Explain what aggregate planning is and how it is useful, identify the variables decision makers have to work with in aggregate planning, describe some of the strategies that can be used for meeting uneven demand,...
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Lecture Operations management (6th Edition): Supp A - R. Dan Reid, Nada R. Sanders
In this chapter you will: Describe the conditions under which MRP is most appropriate; describe the inputs, outputs, and nature of MRP processing; explain how requirements in a master production schedule are translated into material requirements for lower-level items;...
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Lecture Operations management (6th Edition): Supp B - R. Dan Reid, Nada R. Sanders
After studying this chapter you will be able to: Explain the terms lean operations and JIT, describe the main characteristics of lean systems, list the five principles of the way lean system function, list some of the benefits and some of the risks of lean operations,...
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Lecture Operations management (6th Edition): Supp C - R. Dan Reid, Nada R. Sanders
This chapter explain the terms supply chain and logistics; name the key aspects of supply chain management; list, and briefly explain, current trends in supply chain management; outline the benefits and risks related to outsourcing;...
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Lecture Operations management (6th Edition): Supp D - R. Dan Reid, Nada R. Sanders
The objectives of this chapter are to introduce scheduling. When you finish this chapter, you should be able to: Explain what scheduling involves and the importance of good scheduling, compare product and service scheduling hierarchies, describe scheduling needs in high-volume systems,...
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Lecture Process improvement and quality management in the retail industry: Chapter 0 - Stephen George, Chris Thomas, Arnold Weimerskirch
Lecture presents the following content: Total quality – an overview, leadership, customer focus, effective management, training, employee loyalty, customer contacts, design of products & services, managing processes & suppliers, corporate responsibility & citizenship, data collection & benchmarking, system assessments.
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Lecture Process improvement and quality management in the retail industry: Chapter 1 - Stephen George, Chris Thomas, Arnold Weimerskirch
Chapter 1: Total quality – an overview. This chapter presents the following content: Basic definitions of quality improvement processes, a look at the baldrige award criteria, a brief history of business process improvements & breakthroughs, current, popular management theories & methods of quality control & continuous improvement.
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Lecture Process improvement and quality management in the retail industry: Chapter 2 - Stephen George, Chris Thomas, Arnold Weimerskirch
Chapter 2 - Leadership. This chapter presents the following content: What makes clear & consistent leadership, four steps required of leaders in any quality improvement program, how good leaders interact with employees, how company values are expressed, how company values are communicated.
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Lecture Process improvement and quality management in the retail industry: Chapter 4 - Stephen George, Chris Thomas, Arnold Weimerskirch
This chapter presents the following content:
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Lecture Process improvement and quality management in the retail industry: Chapter 5 - Stephen George, Chris Thomas, Arnold Weimerskirch
This chapter presents the following content:
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Lecture Process improvement and quality management in the retail industry: Chapter 6 - Stephen George, Chris Thomas, Arnold Weimerskirch
This chapter presents the following content:
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Lecture Process improvement and quality management in the retail industry: Chapter 7 - Stephen George, Chris Thomas, Arnold Weimerskirch
This chapter presents the following content:
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Lecture Process improvement and quality management in the retail industry: Chapter 8 - Stephen George, Chris Thomas, Arnold Weimerskirch
This chapter presents the following content:
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Lecture Process improvement and quality management in the retail industry: Chapter 9 - Stephen George, Chris Thomas, Arnold Weimerskirch
This chapter presents the following content:
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Lecture Process improvement and quality management in the retail industry: Chapter 10 - Stephen George, Chris Thomas, Arnold Weimerskirch
This chapter presents the following content:
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Lecture Process improvement and quality management in the retail industry: Chapter 11 - Stephen George, Chris Thomas, Arnold Weimerskirch
This chapter presents the following content:
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Lecture Process improvement and quality management in the retail industry: Chapter 12 - Stephen George, Chris Thomas, Arnold Weimerskirch
This chapter presents the following content:
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Lecture Project management: A managerial approach – Chapter 1: Projects in contemporary organizations
After studying this chapter you will be able to understand: What is a project? The importance of project management, comparison of routine work with projects, the challenge of project managementproject management today - an integrative approach,...
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Lecture Project management: A managerial approach – Chapter 2: Strategic management and project selection
Chapter 2 describes how to evaluate and select projects that contribute to the organization’s strategy and discusses the information needed as well as the management of risk during this process. The chapter concludes with a description of an eight-step procedure called the “project portfolio process” that aligns project selection with the strategy.
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Lecture Project management: A managerial approach – Chapter 3: The project manager
Chapter 3 concerns the many roles of the project manager (PM), the multiple responsibilities, and some personal characteristics a project manager should possess. It also discusses the problems a PM faces when operating in a multicultural environment.
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Lecture Project management: A managerial approach – Chapter 4: Managing conflict and the art of negotiation
Chapter 4 covers a subject of critical importance to the PM that is almost universally ignored in project management texts: the art of negotiating for resources. The chapter also describes some major sources of interpersonal confl ict among members of the project team.
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Lecture Project management: A managerial approach – Chapter 5: The project in the organizational structure
Chapter 5 discusses various ways to establish the project organization. Different organizational forms are described, as well as their respective advantages and disadvantages. The stafffi ng of the project team is also discussed.
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Lecture Project management: A managerial approach – Chapter 6: Project activity and risk planning
Chapter 6 deals with project activity planning and presents tools useful in organizing and staffing the various project tasks. It also contains a short discussion of phase-gate management systems and other ways of dealing with the problems that arise when multidisciplinary teams work on complex projects.
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Lecture Project management: A managerial approach – Chapter 7: Budgeting: estimating costs and risks
In chapter 7, we will see that the distinction between these types of life cycles plays a critical role in developing budgets and schedules for projects. It is not necessary for the PM to estimate the precise shape of the life-cycle curve, but the PM must know which type of project life cycle applies to the project at hand.
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Lecture Project management: A managerial approach – Chapter 8: Scheduling
Scheduling, a crucial aspect of project planning, is then described in Chapter 8, along with the most common scheduling models such as the Program Evaluation and Review Technique (PERT), the Critical Path Method (CPM), and precedence diagramming.
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