tailieunhanh - Ebook Operations management (12th edition): Part 2 - William J. Stevenson

(BQ) Part 2 book "Operations management" has contents: Aggregate Planning and master scheduling, quality control, inventory management, supply chain management, scheduling, project management, linear programming, management of waiting lines. | 11 CHAPTER CHAPTER OUTLINE Introduction, 458 Intermediate Planning in Perspective, 458 The Concept of Aggregation, 459 Dealing with Variations, 460 An Overview of Aggregate Planning, 460 Aggregate Planning and the Supply Chain, 461 Demand and Supply Options, 461 Aggregate Planning and Master Scheduling Basic Strategies for Meeting Uneven Demand, 465 Choosing a Strategy, 467 Master Scheduling, 477 The Master Scheduler, 478 The Master Scheduling Process, 478 Techniques for Aggregate Planning, 468 Trial-and-Error Techniques Using Graphs and Spreadsheets, 468 Mathematical Techniques, 472 Aggregate Planning in Services, 475 Disaggregating the Aggregate Plan, 477 Time Fences, 479 Inputs, 480 Outputs, 480 Case: Eight Glasses a Day (EGAD), 492 LEARNING OBJECTIVES After completing this chapter, you should be able to: Explain what aggregate planning is and how it is useful. Identify the variables decision makers have to work with in aggregate planning. 456 Describe some of the strategies that can be used for meeting uneven demand. Describe some of the graphical and quantitative techniques planners use. Prepare aggregate plans and compute their costs. Discuss aggregate planning in services. Disaggregate an aggregate plan. Describe the master scheduling process and explain its importance. Aggregate planning is intermediate-range capacity planning that typically covers a time horizon of 2 to 12 months, although in some companies it may extend to as much as 18 months. It is particularly useful for organizations that experience seasonal or other fluctuations in demand or capacity. The goal of aggregate planning is to achieve a production plan that will effectively utilize the organization’s resources to match expected demand. Planners must make decisions on output rates, employment levels and changes, inventory levels and changes, back orders, and subcontracting

• Kế toán - Kiểm toán
• Operations management
• Master scheduling
• Quality control
• Inventory management
• Supply chain management
• Linear programming
• Waiting lines
• Lecture Operations management
• Process management
• Supply chain
• Scope of operations management
• Decision making
• Ebook Operations management
• Operations performance
• Operations strategy
• Process design
• Fundamentals of operations management
• Quản lý vận hành
• Operations management strategy
• Transformation process
• Lean operations
• Lean system characteristics
• Lean systems
• Production operations management
• Production Management
• Lecture Production operations management
• Business strategy
• Objectives of inventory management
• Competitive advantage
• Operations consulting
• Business process reengineering
• Stages of operations consulting
• Operations consulting tool kit
• Aggregate sales
• Operations planning
• Operations planning activities
• Aggregate operations plan
• Management of quality
• Project management
• Project characteristics
• Supply chain management
• Inventory management
• Disadvantages of inventory
• Modern production