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Book details
ISBN: 9780073403380 / 0073403385
Division: Higher Education
Pub Date: JAN-10
Pages: 576

Copyright: 2011
Edition: 5
Format: Paperback
Operations Management: Contemporary Concepts and Cases

Roger Schroeder, Susan Goldstein, M. Johnny Rungtusanatham


About the book

Operations Management: Contemporary Concepts and Cases, is an ideal book for the instructor seeking a short text with cases. This book employs a cross-functional perspective, appealing to non-majors and practical for use in an MBA level course in operations management. The size and price of the book also make the text attractive for the cross-functional curriculum where students are required to purchase more than one text. The cases offer variety in length and rigor; and several are from Harvard and Darden. This mix makes the book appropriate for both undergraduates and MBA students.
Key features

  • Two new coauthors, Susan Meyer Goldstein and M. Johnny Rungtusanatham have been added.
  • More emphasis on supply chain management has been added throughout the text. The text now features operations management with a supply chain perspective. Specific coverage is included in chapters 1, 2, 3, 7, 8, 10, 15 and 16 and in four cases.
  • Global operations receives more emphasis. Chapter 2 has a section on global strategy, chapter 3 on global product development, chapter 5 on globalization of services, chapter 10 global sourcing and logistics functions, and in four cases.
  • The chapter on process flow analysis has been revised to focus on the principles of process flowcharting and a systematic approach to process flow analysis.
  • Environmental sections have been added to some chapters.
  • “You Decide” question boxes have been added to deal with controversial issues in the various chapters. They require additional student reflection and do not have ready answers.
  • Bolded terms have been included to the key points section at the end of the chapters.
  • Three new cases have been added: Pharmacy Service Improvement at CVS, Crocs: Revolutionizing an Industry’s Supply chain Model for Competitive Advantage, and Unifine Richardson (purchasing case).
  • A unified decision framework organizes the material by grouping decisions into four categories: process, quality, capacity, and inventory. This framework makes it easy for students to understand the decision role of operations in relation to functions such as marketing and finance.
  • The book provides 21 case studies intended to strengthen problem formulation skills and illustrate the concepts presented in the text.
  • This compact text covers all the essentials about operations, leaving out only superfluous topics. Material is condensed to the basics.
  • Operation Leader Boxes illustrate the latest practices used by leading firms.
  • Student Internet Exercises allow for learning about concepts that have been discussed in the text.
  • Cross functional emphasis is noted by a specific logo.
  • Excel spreadsheets are keyed to specific problems at the end of chapters.

  • About the author

    Roger Schroeder
    Roger G. Schroeder holds the Donaldson Chair in Operations Management at the Curtis L. Carlson School of Management, University of Minnesota. He is also the Co-Director of the Juran Center for Leadership in Quality and has earned an appointment as a Distinguished Teaching Professor. He received the B.S. degree in Industrial Engineering with high distinction from the University of Minnesota, MSIE University of Minnesota and Ph.D. from Northwestern University. Prior to joining the University of Minnesota, he taught at the U.S. Naval Postgraduate School, Monterey, California, and was an analyst for the office of the Assistant Secretary of Defense. Professor Schroeder has received research grants from the Ford Foundation, American Production and Inventory Control Society, Exxon Education Foundation and the National Science Foundation. He is a recipient of the Morse Award for outstanding teaching at the University of Minnesota.

    Table of contents

    About the Author
    PART ONE Introduction
    Chapter 1 The Operations Function
    Chapter 2 Operations and Supply Chain Strategy
    Chapter 3 Product Design
    PART TWO Process Design
    Chapter 4 Process Selection
    Chapter 5 Service Process Design
    Chapter 6 Process-Flow Analysis
    Chapter 7 Lean Thinking and Lean Systems
    PART THREE Quality
    Chapter 8 Managing Quality
    Chapter 9 Quality Control and Improvement
    PART FOUR Capacity and Scheduling
    Chapter 10 Supply Chain Management
    Chapter 11 Forecasting
    Supplement: Advanced Methods
    Chapter 12 Capacity Planning
    Supplement: Mathematical Models
    Chapter 13 Scheduling Operations
    Chapter 14 Project Planning and Scheduling
    PART FIVE Inventory
    Chapter 15 Independent-Demand Inventory
    Supplement: Advanced Models
    Chapter 16 Materials Requirements Planning and ERP
    PART SIX Case Studies
    Shipper Manufacturing Company
    FHE, Inc.
    Early Supplier Integration in the Design of the Skid-Steer Ladder
    Process Design
    Eastern Gear, Inc.
    Southwest Airlines: Singin’ the (Jet) Blues
    The Field Service Division of DMI
    Pharmacy Service Improvement at CVS (A)
    Customer-Driven Learning at Radisson Hotels Worldwide
    Quality at Gillette Argentina
    Bayfield Mud Company
    Six Sigma at 3M, Inc.
    Capacity and Scheduling
    Crocs: Revolutionizing an Industry’s Supply Chain Model for Competitive Advantage
    Unifine Richardson
    eBags: Managing Growth
    Merriwell Bag Company
    Lawn King, Inc.
    World Industrial Abrasives
    Consolidated Electric
    Southern Toro Distributor, Inc.
    ToyPlus, Inc.
    A. Areas Under the Standard Normal Probability Distribution
    B. Random Number Table



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