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Operations Management: Processes and Supply Chains (11th Edition), by Lee J. Krajewski, Manoj K. Malhotra, Larry P. Ritzman
PDF Download Operations Management: Processes and Supply Chains (11th Edition), by Lee J. Krajewski, Manoj K. Malhotra, Larry P. Ritzman
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NOTE: You are purchasing a standalone product; MyOMLab does not come packaged with this content. If you would like to purchase both the physical text and MyOMLab search for ISBN-10:� 013411020X/ISBN-13:� 9780133872132 . That package includes ISBN-10:� 0133872130/ISBN-13:� 9780133872132 and ISBN-10:� 0133885585/ISBN-13:� 9780133885583.
For undergraduate and graduate operations management courses.
This package includes MyOMLab™.
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A managerial approach to operations management
Operations Management provides students with a comprehensive framework for addressing operational process and supply chain issues and uses a systemized approach while focusing on issues of current interest. The text has ample opportunities for students to experience the role of a manager with challenging problems, cases, a library of videos customized to the individual chapters, simulations, experiential exercises, and tightly integrated online resources.
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Fully integrated with MyOMLab, students and instructors alike will benefit from personalized learning and a dynamic set of assessment tools that will help improve performance in the course.
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Also available with MyOMLab ™
MyOMLab is an online homework, tutorial, and assessment program designed to work with this text to engage students and improve results. Within its structured environment, students practice what they learn, test their understanding, and pursue a personalized study plan that helps them better absorb course material and understand difficult concepts.
- Sales Rank: #13325 in Books
- Published on: 2015-03-02
- Original language: English
- Number of items: 1
- Dimensions: 10.80" h x 1.10" w x 8.50" l, .0 pounds
- Binding: Hardcover
- 672 pages
About the Author
Lee J. Krajewski is Professor Emeritus at The Ohio State University and Professor Emeritus at the University of Notre Dame. While at The Ohio State University, he received the University Alumni Distinguished Teaching Award and the College of Business Outstanding Faculty Research Award. He initiated the Center for Excellence in Manufacturing Management and served as its director for 4 years. In�addition, he received the National President’s Award and the National Award of Merit of the American Production and Inventory Control Society. He served as president of the Decision Sciences Institute and was elected a fellow of the institute in 1988. He received the Distinguished Service Award in 2003.
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Lee received his PhD from the University of Wisconsin. Over the years, he has designed and taught courses at both graduate and undergraduate levels on topics such as operations strategy, introduction to operations management, operations design, project management, and manufacturing planning and control systems.
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Lee served as the editor of Decision Sciences, was the founding editor of the Journal of Operations Management, and has served on several editorial boards. Widely published himself, Lee has contributed numerous articles to such journals as Decision Sciences, Journal of Operations Management, Management Science, Production and Operations Management, International Journal of Production Research, Harvard Business Review, and Interfaces, to name just a few. He has received five best-paper awards. Lee’s areas of specialization include operations strategy, manufacturing planning and control systems, supply chain management, and master production scheduling.
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Manoj K. Malhotra is the Jeff B. Bates Professor in the Darla Moore School of Business, and has served as the chairman of the Management Science Department at the University of South Carolina (USC), Columbia, since 2000. He is the founding director of the Center for Global Supply Chain and Process Management (GSCPM), which has been in operation since 2005. He earned an engineering undergraduate degree from the Indian Institute of Technology (IIT), Kanpur, India, in 1983, and a PhD in operations management from The Ohio State University in 1990. He is a Fellow of the Decision Sciences Institute and is certified as a Fellow of the American Production and Inventory Management Society. Manoj has conducted seminars and consulted with firms such as Avaya, Continental, Cummins Turbo Technologies, John Deere, Metso Paper, Palmetto Health, Sonoco, Verizon, Walmart, and Westinghouse-Toshiba among others.
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Apart from teaching operations management, supply chain management, and global business issues at USC, Manoj has also taught at the Terry School of Business, University of Georgia; Wirtschaftsuniversit�t Wien in Austria; and the Graduate School of Management at Macquarie University, Australia. His research has thematically focused on the deployment of flexible resources in manufacturing and service firms, and on the interface between operations and supply chain management and other functional areas of business. His work on these and related issues has been published in leading refereed journals.� Manoj has been recognized for his pedagogical and scholarly contributions through several teaching and discipline-wide research awards, including the Michael J. Mungo Outstanding Graduate Teaching Award in 2006 from the University of South Carolina and the Carolina Trustee Professor Award in 2014.� He is active in professional organizations such as Decision Sciences Institute (DSI) and Production and Operations Management Society (POMS), and has served as the program chair for international conferences at both DSI and POMS. He also serves on the editorial boards of top-tier journals in the field.
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Larry P. Ritzman is Professor Emeritus at The Ohio State University and Professor Emeritus at Boston College. While at The Ohio State University, he served as department chairman and received several awards for both teaching and research, including the Pace Setters’ Club Award for Outstanding Research. While at Boston College, he held the Thomas J. Galligan, Jr. chair and received the Distinguished Service Award from the School of Management. He received his doctorate at Michigan State University, having had prior industrial experience at the Babcock and Wilcox Company. Over the years, he has been privileged to teach and learn more about operations management with numerous students at all levels–undergraduate, MBA, executive MBA, and doctorate.
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Particularly active in the Decision Sciences Institute, Larry has served as council coordinator, publications committee chair, track chair, vice president, board member, executive committee member, doctoral consortium coordinator, and president. He was elected a fellow of the institute in 1987 and earned the Distinguished Service Award in 1996. He has received three best-paper awards. He has been a frequent reviewer, discussant, and session chair for several other professional organizations.
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Larry’s areas of particular expertise are service processes, operations strategy, production and inventory systems, forecasting, multistage manufacturing, and layout. An active researcher, Larry’s publications have appeared in such journals as Decision Sciences, Journal of Operations Management, Production and Operations Management, Harvard Business Review, and Management Science. He has served in various editorial capacities for several journals.
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Most helpful customer reviews
35 of 36 people found the following review helpful.
Operations Management needs better BusinessProcess Knowledge
By Dr. Kasumu O. Salawu
I believe a textbook is best reviewed by an instructor who has taught from it. At the University of Alabama in Birmingham, where I served as an adjunct professor in the fall of 1999, my MBA students and I dissected this book, cover-to-cover. It was a rewarding odyssey. As the subtitle suggests, the authors made every attempt to relate managerial decisions on operations to an organization's strategic pursuits. In this fifth edition of their text, the concept of processes was used not only to integrate service organizations' procedures into traditional manufacturing themes but also to draw attention to the growing use of processes and flows as the bases for reinventing adaptable organizations. This lays a good foundation for understanding the sort of efforts at the Center for Coordination Sciences at MIT where the Process Handbook, explicating interdependencies, has just been licensed to the Phios Corporation.
With a surge in the use of Enterprise Resource Planning software such as SAP, the treatment of Materials Requirements Planning and the introduction of a new chapter on Supply Chain Management are very timely. The future belongs to web-based transaction processing with forward and backward linkages to customers and suppliers respectively.
The authors resourcefully illustrated their topics with actual Managerial Practices and Internet Activities. We analyzed every one of the nineteen Case Studies but sidestepped the Experiential Learning projects only because we did not have enough time. Though we never found the Student CD Version of the text, the OM5 software on-line was quite useful even to analytically challenged students.
As the instructor, I appreciated the copious teaching aids that accompany the book. The Instructor's Manual was used with appropriate course outlines from other universities available on the web to fashion a course syllabus aimed at the diverse capabilities of the graduate students. The Solutions Manual helped with the two problem sets assigned and graded every week, as did the Test Bank and the Computerized Test Bank with the examinations. I borrowed a few of the slides from the Instructor's Resource Disk CD-ROM with PowerPoint Presentation which were also available on-line with a protected password. Even without the popcorn, the Operations Management in Action videos were worth a million words.
I have devoted so much space to evaluating the teaching aids because they are fast becoming the discriminating factors among textbooks of virtually equal merits. My thanks go to the college representatives and faculty services of both Addison Wesley and Prentice Hall who, even during their merger, supplied me with teaching aids as soon as they were available.
This text is geared toward a business school curriculum hence I must guard my assessment as someone who taught courses in Production Planning to graduate engineering students at Rutgers University starting in 1974. This book does not have the analytical rigor of the text I used then nor, say, Factory Physics by Hopp, et. al. that some use today. Nonetheless, I believe, tutorials on the general Simplex Method for Linear Programming as well as the Transportation Simplex Method and the Assignment Method should be included as Supplements. For illustrating the concepts of Shadow Prices and simple Post-Optimality analyses, these iterations are instructive. A general Errata Page for typo's and errors, especially in the problems, should be maintained on-line and be made generally accessible.
11 of 11 people found the following review helpful.
Superior text on Operations Management
By Chris Grosso
I used this book in my MBA studies and found it to be one of the best texts in any subject. As the subtitle suggests, it covers both strategic and analytical (or tactical) aspects of ops mgmt.
The book is a well rounded presentation of of the subject using text, graphics, equations, examples, and cases.
The most striking part of the book is in Aggregate Planning. For anyone who has worked in industry, we all know about strategic plans. How often though are other working plans created that are well linked to a strategy? Chapter 14 is the first time I have encountered a treatise on how to approach this. In addressing the types of plans, levels of plans, and their inter- relationships, the student is given the tools needed to actually implement a grand strategy, linked to workable sets of more detailed plans for each function.
Outstanding.
11 of 11 people found the following review helpful.
mental tools to help tame complexity
By Leo E. Walsh
I used this book during my MBA studies. It was okay, but I found it got a little detailed and too wordy at times. A more succinct writing style may have helped. Otherwise, the coverage was top-notch, since I really liked the material. The various inventory, forecasting and queuing models were nicely presented, as was linear programming. This book makes you appreciate how complex things are in the real world. Further, it offers you some mental tools to help tame that complexity, like SPC, six-sigma indices, and decision tree analysis.
The companion disk had some very useful things on it: MS Project, a simulation program, and a process-mapping program. I did not use the author's Excel program, though, as we were forced to develop our own during the class.
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