Prentice Hall

Business



Managing Business Process Flows: Principles of Operations Management w/ Student CD, 2/E
Raví Anupindi, University of Michigan
Sunil Chopra, Northwestern University
Sudhakar Deshmukh, Northwestern University
Jan A. Van Mieghem, Northwestern University
Eitan Zemel, New York University

ISBN-10: 0131676865
ISBN-13: 9780131676862

Publisher: Prentice Hall
Copyright: 2006
Format: Kit/Package/ShrinkWrap
Published: 01/13/2005

Suggested retail price: $93.33
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Intended for MBA oriented Operations Management courses.

This long awaited revision uses a process flows approach to operations to show students how managers can design and control business processes to increase profitability and decrease costs for the organization.


Intended for MBA oriented Operations Management courses.

This long awaited revision uses a process flows approach to operations to show students how managers can design and control business processes to increase profitability and decrease costs for the organization.

Three step process illustrates core concepts. The steps include:

    1. Model and understand the underlying process and its flows.
    2. Study causal relationships between process structure and certain performance metrics
    3. Formulate implications for managerial actions by filtering out managerial levers (process drivers).

Unifying Process View theme focuses on the essence of operations management.



This text is available for personalization in the PHCBR custom database program.  Select only the chapters you require or supplement with recommended case studies all under one cover.  CLICK HERE to go directly to the PHCBR book-build site or visit our product page for additional information at pearsoncustom.com/business.


New! Opening Vignettes. Each chapter opens with current examples of how the theory can be applied to practice.

New! End-of-Chapter Resources.  Each chapter concludes with resources that reinforce student understanding through: a list of key symbols and equations, key terms, discussion questions, and expanded exercise sets and a glossary at the end of the book for quick reference.

New! Free iGrafx Process Modeling Software on Student CD. iGrafx provides an effective and logical approach to mapping processes and teaches how to reduce costs, and increase resource utilization and deployment. It will help students:

  • Build robust process models with ease
  • Understand process dynamics
  • Create lifelike business models
  • Gain better insight into process interactions
  • Make more effective management decisions

PART I. PROCESS MANAGEMENT AND STRATEGY.

 1. Products, Processes, and Performance.
 
The Process View of Organizations. Performance Measures. Products and Product Attributes.  Processes and Process Competencies. Process Design, Planning, and Control. The Plan of the Book. 

 2. Operations Strategy and Management.
 
Introduction. Strategic Positioning and Operational Effectiveness. The Strategy Hierarchy. Strategic Fit. Focused Operations. Matching Products and Processes. The Operations Frontier and Trade-offs. The Evolution of Strategy and Operations Management.

PART II. PROCESS FLOW MEASUREMENT.

3. Process Flow Measures.

The Essence of Process Flow. Three Key Measures. Flow Time, Flow Rate, Inventory Daynamics. Throughput in a Stable Process. Little's Law: Relating Average Flow Time, Throughput, and Average Inventory. Analyzing Financial Flows through Financial Statements.  Inventory Turns (Turnover Rtio). Using Operational Measures to Improve Financial Measures: What Do We Mean by " An Improvement"? 

4. Flow-Time Analysis.

The Process Flow Chart. Flow Time MEasurement. Theoretical Flow Time. Levers for Managing Threoretical Flow Time.

5. Flow-Rate and Capacity Analysis.
 
Resources and Resource Pools. Flow Rate Measurement. Effect of Product Mix on Theoretical Capacity and Profitability of a Process. Other Factors Afecting Process Capacity. Levers for Managing Throughput.

 
 6. Inventory Analysis.
 
Inventory Classification.  Inventory Benefits. Inventory Costs. Inventory Dynamics of Batch Purchasing. Economies of Scale and Optimal Cycle Inventory. Effect of Lead Times on Ordering Decisions. Price Discounts: Forward Buying. Levers for Managing Inventories.

PART III. PROCESS FLOW VARIABILITY.

 7. Managing Flow Variability: Safety Inventory.
 
Demand Forecasts and Forecast Errors. Safety inventory and Service Level.Optimal Service Level: The Newsvendor Problem. Lead Time Demand Variability. Pooling Efficiency through Aggregation.  Shortening the Forecast Horizon through Postponement. Levers for Reducing Safety Inventory.

 8. Managing Flow Variability: Safety Capacity.
 
Service Process and Its Performance. Effect of Variability on Process Performance. Drivers of Process Performance. Performance Improvement Levers. Effect of Pooling Capacity. Effect of Buffer Capacity.  Capacity Investment Decisions.  Variability in Process Performance. Managing Customer Perceptions and Expectations.
 9. Managing Flow Variability: Process Control and Capability.
 
Performance Variability.  Analysis of Variability. Process Control. Process Capability. Process Capability Improvement. Product and Process Design.

PART IV. PROCESS INTEGRATION.

10. Lean operations: Process Synchronization and Improvement.
 
Processing Networks. The Process Ideal: Synchronization and Efficiency. Waste and its Sources. Improving Flows in a Plant: Basic Principles of Lean Operations. Improving Flows in a Supply Chain.  The Improvement Process.

APPENDICES.
 1. MBPF Checklist.
 
Process-Flow Measures. Levers for Managing Theoretical Flow Time. Levers for Managing Throughput. Levers for Reducing Waiting Time. Levers for Controlling Process Variability. Levers for Managing Flows in Processing Networks.
 2. Background Material in Probability and Statistics.
Random Variables, Mean, Variance, and Covariance. Some Probability Distributions.
 
 3. IGrafx FlowCharter Quick Reference Guide.
 4. IGrafx Process Simulation Quick Reference Guide.
 

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