Description: PART 1: Operations Management: A Value-Driven ApproachChapter l: Operations Management: A Field In TransitionPART II: The Conceptual Foundation of the Value-Driven ApproachChapter 2. ValueChapter 3. Identifying Elements of ValueChapter 4. Decision Making in Operations ManagementPart III.. Value as a Driver of Operations Management SystemsChapter 5:. Process: The Building Blocks of the Value-Driven OM SystemChapter 6. Managing the Human Resources6a. Selected Learning RatesChapter 7. Total Quality Management: Frameworks and StandardsChapter 8. Total Quality Management: Tools and TechniquesPart IV. The Design of Value-Driven Operations Management SystemsChapter 9. The Just-in-Time Management9a. Total Productive MantenanceChapter 10. Demand Management and Demand Forecasting10a. Forecasting Learning LabChapter 11. Product-Innovation ProcessChapter 12. Designing the Delivery ProcessChapter 13. Supply Chain ManagementPart V. Planning Issues in Value-Driven OM SystemsChapter 14. Resource Management: Operations Planning and ControlChapter 15. Capacity ManagementPart VI. Execution in Value-Driven OM SystemsChapter 16. Inventory ManagementChapter 17. Materials ManagementChapter 18. Shop-Floor Control and Scheduling18a. Scheduling for Process/Assembly Lines18b. Scheduling for Cellular Manufacturing SystemsPart VII The Strategic AuditChapter 19. Future Challenges for Operations Managers19a. Staying Current in a Changing EnvironmentAppendix: Normal DistributionGlossaryName IndexSubject Index

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