Part One: Introduction 1. The Operations Function 2. Operations and Supply Chain Strategy 3. Product Design Part Two: Process Design 4. Process Selection 5. Service Process Design 6. Process-Flow Analysis 7. Lean Thinking and Lean Systems Part Three: Quality 8. Managing Quality 9. Quality Control and Improvement Part Four: Capacity and Scheduling 10. Supply Chain Management 11. Forecasting Supplement: Advanced Methods 12. Capacity Planning Supplement: Mathematical Models 13. Scheduling Operations 14. Project Planning and Scheduling Part Five: Inventory 15. Independent Demand Inventory Supplement: Advanced Models 16. Materials Requirements Planning and ERP Part Six: CASE STUDIES Introduction Novel Foods’ Change in Operations Strategy: Competitiveness at Stake Operations Strategy at Galanz Managing a Short Product Life Cycle at Littlefield Technologies Early Supplier Integration in the Design of the Skid-Steer Loader Process Design Eastern Gear, Inc. U.S. Stroller Paediatric Orthopaedic Clinic at the Children’s Hospital of Western Ontario Quality Bayfield Mud Company Six Sigma at 3M, Inc. The Mount Rundle Hotel Banff Unsafe for Children: Mattel’s Toy Recalls and Supply Chain Management Capacity and Scheduling Crocs: Revolutionizing an Industry’s Supply Chain Model for Competitive Advantage Merriwell Bag Company Lawn King, Inc. Pyrex Inventory Consolidated Electric Southern Toro Distributor, Inc. ToyPlus, Inc. Appendixes A. Areas Under the Standard Normal Probability Distribution B. Random Number Table

Operations Management in the Supply Chain: Decisions and CaseOperations Management in the Supply Chain: Decisions and Cases is an ideal book for the instructor seeking a short text with cases. This book employs a cross-functional perspective that emphasizes strategy and critical thinking, appealing to non-majors and practical for use in an MBA level or undergraduate course in operations management. The size and focus of the book also make the text attractive for the cross-functional curriculum where students are required to purchase more than one text. The sixteen cases offer variety in length and rigor; and several are from Ivey, Stanford, and Darden. This mix makes the book appropriate for both undergraduates and MBA students. s is an ideal book for the instructor seeking a short text with cases. This book employs a cross-functional perspective that emphasizes strategy and critical thinking, appealing to non-majors and practical for use in an MBA level or undergraduate course in operations management. The size and focus of the book also make the text attractive for the cross-functional curriculum where students are required to purchase more than one text. The sixteen cases offer variety in length and rigor; and several are from Ivey, Stanford, and Darden. This mix makes the book appropriate for both undergraduates and MBA students.

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