Éditions JFD

Operations Management and Logistics: Fundamental Principles and Methods

Auteurs : Hélène Giroux, Claire Poitras, Véronique Poirier

ISBN : 978-2-923710-54-9

Copyright : 2015

Nombre de pages : 438

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Prix : 79.95 $ CAD

Description

Operations management and logistics lies at the heart of every organization, whether manufacturing or services, large or small, public or private, multinational or SMB. It is thus essential for all managers and business school graduates to master the fundamental concepts of operations management and logistics and to be capable of choosing and applying the best methods for the situation throughout their career.

This textbook aims to present the essentials of operations management and logistics and to explain them in sufficient detail for the reader to apply them. The authors have deliberately stayed away from the latest trends in OML, not only because they will soon be outmoded anyway, but also because they are all rooted in the same timeless set of principles that can be applied to a variety of different contexts. A good manager should thus be like a chef who first masters the basics of his craft and can then combine them to make any recipe.

Finally, though much space is devoted to the quantitative tools essential to operational system design and logistics management, these tools are always subordinate to the management decisions they are meant to support. The central theme running through all the chapters is the need to make choices. In logistics and operations management, there is rarely a simple, clearly marked path. Every decision the manager makes involves give and take. In fact, a good subtitle for this book could have been “The Art of Compromise”.

Table des matières

Chapter 1: Introduction to operations management and logistics

1.1 What is operations management and logistics?

1.2 How is operations management and logistics important for me?

1.3 OML’s heritage

1.4 The strategic role of OML

1.5 The concept of trade-offs

1.6 Characteristics of the different operating contexts

1.7 Logistics and the global supply chain

1.8 Operational system design and improvement

1.9 Chapter summary

Chapter 2: Demand forecasting

2.1 Defining the concept of forecasting

2.2 Why is forecasting important for me?

2.3 Factors influencing demand

2.4 How does one forecast demand?

2.5 Time series analysis

2.6 Measures of error

2.7 Chapter summary

Chapter 3: Inventory management

3.1 The notions of inventory, warehousing and stock-taking

3.2 Why is inventory management important for me?

3.3 The ABC classification

3.4 Inventory costs and the need for trade-offs

3.5 Calculating the economic order quantity

3.6 Inventory replenishment

3.7 Safety stocks

3.8 Chapter summary

Chapter 4: Aggregate production planning

4.1 The notion of operations planning

4.2 Why is aggregate planning important for me?

4.3 Aggregate planning and the data required

4.4 Basic principles of aggregate planning

4.5 Equivalent units and actual units of production

4.6 Developing the aggregate production plan and comparing different plans

4.7 Chapter summary

Chapter 5: Master production scheduling and material requirements planning

5.1 Master production scheduling and material requirements planning in the planning process

5.2 Why are master production scheduling and material requirements planning important for me?

5.3 Basic principles of master production scheduling

5.4 Preparing the master production schedule

5.5 Fundamental principles of material requirements planning

5.6 Developing the material requirements plan

5.7 Chapter summary

Chapter 6: Scheduling and project planning

6.1 The notion of scheduling

6.2 Why is scheduling important for me?

6.3 Production activity control

6.4 Project planning

6.5 Chapter summary

Chapter 7: Sourcing and logistics

7.1 The concept of sourcing

7.2 Why is sourcing management important for me?

7.3 The purchaser’s organizational context

7.4 The purchasing process

7.5 Selection criteria for suppliers

7.6 From purchasing to logistics and the global supply chain

7.7 Chapter summary

Chapter 8: The product-process mix and facility layout

8.1 Operational system design and the product-process mix

8.2 Why is operational system design important for me?

8.3 The product offering and its evolution

8.4 Product design

8.5 From product to process

8.6 Facility layout

8.7 Chapter summary

Chapter 9: Design and improvement of work systems – Capacity management

9.1 The concept of work system design

9.2 How are design of work systems and capacity important for me?

9.3 Work study

9.4 Work measurement

9.5 From measuring work to calculating capacity

9.6 The notion of capacity

9.7 Factors affecting capacity

9.8 Capacity management

9.9 Chapter summary

Chapter 10: Quality management

10.1 The concept of quality

10.2 How is quality management important for me?

10.3 Managing quality

10.4 Quality control

10.5 Process variability and its impact on quality

10.6 Control charts

10.7 Chapter summary

Solutions

Index

Auteurs

Hélène Giroux

Hélène Giroux est professeure titulaire au Département de la gestion des opérations et de la logistique de HEC Montréal. Elledétient un MBA (HEC Montréal) et un Ph.D. en communication organisationnelle (Université de Montréal) et est l’auteur deplusieurs articles de recherche et de vulgarisation sur le phénomène des modes en gestion, la gestion de la qualité et la pédagogie appliquée à la gestion des opérations. Elle a également co-réalisé une série de vidéos sur la gestion des opérationset les entreprises de services. En 25 années d’enseignement, elle a touché à tous les aspects de la gestion des opérations etest maintenant spécialisée dans l’enseignement des opérations de service. Elle est récipiendaire du Prix pour l’excellence en pédagogie décerné à un professeur agrégé, titulaire ou invité avec perspective de carrière (HEC Montréal, 2009) et de la Bourse en enseignement du Ministère de l’Éducation, du Loisir et du Sport (Gouvernement du Québec, 2008-2014).

Claire Poitras

Claire Poitras est maître d’enseignement au Département de la gestion des opérations et de la logistique de HEC Montréal. En plus d’avoir oeuvré dans le milieu des affaires, elle possède plusieurs années d’expérience d’enseignement au programme de Baccalauréat en Administration des Affaires (B.A.A.).

Véronique Poirier

Véronique Poirier est maître d’enseignement au Département de la gestion des opérations et de la logistique de HEC Montréal. En plus d’avoir oeuvré dans le milieu des affaires, elle possède plusieurs années d’expérience d’enseignement au programme de Baccalauréat en Administration des Affaires (B.A.A.).