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Operations Management: Processes and Supply Chains, Global Edition, 13th edition

Published by Pearson (June 16, 2021) © 2021

  • Lee J. Krajewski University of Notre Dame
  • Naresh K. Malhotra Georgia Institute of Technology
  • Larry P. Ritzman

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A practical, easy-to-read text with a managerial approach to operations management

For undergraduate and graduate course in operations management.

Operations Management: Processes and Supply Chains provides students with a comprehensive framework for addressing operational process and supply chain issues and uses a systemised approach whilst focusing on issues of current interest. The 13th Edition provides ample opportunities for students to experience the role of a manager with challenging problems, cases, and library of videos customised to the individual chapters, simulations, experiential exercises, and tightly integrated online resources.

Pearson MyLab® Operations Management is not included. Students, if Pearson MyLab Operations Management is a recommended/mandatory component of the course, please ask your instructor for the correct ISBN. Pearson MyLab Operations Management should only be purchased when required by an instructor. Instructors contact your Pearson representative for more information.

This title is a Pearson Global Edition. The Editorial team at Pearson has worked closely with educators around the world to include content which is especially relevant to students outside the United States.

Hallmark Features of this title

A clear framework and organization facilitate effectivelearning

  • A Unifying Central Figure introduces each chapter that embodies the authors' philosophy of operations management, which uses a “building block” approach:
    • Part 1 discusses how to design and manage internal processes at the firm level.
    • Part 2 teaches students how firms forecast customer demands and satisfy them with appropriate inventory management, scheduling practices, and resource planning.
    • Part 3 demonstrates how the building blocks are connected into supply chains, linking the process in one firm with that of another.
  • Learning Objectives at the beginning of each chapter are repeated at the end of the chapter with guidelines for review — focusing students' study and making the text much more accessible to all majors.

New and updated features of this edition

Real-world examples engage students with the material

  • NEW: All of the references and business examples throughout the text have been revised with the latest data, so students are up to date on current operations management practices.
  • NEW: 7 new Chapter-Opening Vignettes engage and stimulate students’ interest by profiling how real companies like Apple, Lego, Nike, 3M, Starbucks, Oasis of the Seas, and Coca Cola, Inc. apply specific operational issues addressed in each chapter.
  • NEW: Managerial Challenges present realistic scenarios that describe meaningful operations decision problems in which managers of various disciplines find themselves taking a leading role. Examples range from how to combat the rising cost of patient care and declining revenues at a nursing facility to a leading manufacturer’s quest to get their products to market faster.
  • NEW: 4 new Managerial Practices provide current examples of how companies (successfully or unsuccessfully) deal with process and supply chain issues facing them as they run their operations. Examples range from the inventory system at IKEA to the shortage of toilet paper due to the coronavirus pandemic.

Coverage of the latest technologies shows students howthey’re being used to improve operations

Technologies highlighted include:

  • NEW: Fourth Industrial Revolution (Industry 4.0) — the ongoing automation of traditional manufacturing and industrial practices using modern smart technology (Chapter 1).
  • NEW: Autonomous Supply Chains — the trend toward automating elements of supply chains and the advantages it can have (Chapter 12).
  • NEW: Autonomous Warehouse Operations — the use of automated guided vehicles, automated mobile robots, and aerial drones in warehouse operations (Chapter 13).
  • NEW: Blockchains — what they are, how they’re different from cloud computing, and examples of their use in supply chains (Chapter 14).

End-of-chapter resources enhance students’ learning

  • NEW: 4 new Video Cases focus on the world-renowned Cleveland Clinic and its outstanding level of operations during the coronavirus pandemic. Students see the process-design challenges they faced; their managerial responses to operations issues related to managing capacity and inventory; and their successful coordination of supply chain activities and information flow throughout the organization.
  • Active Model Exercises enable students to use provided spreadsheets to do a “what-if” analysis of examples presented in the text to see what would happen if certain parameters were changed.
  • Experiential Learning Exercises group students into teams who work both in- and out-of-class on five exercises that actively involve them in team-based discussion questions and decisions. Each exercise has been thoroughly tested in class and proven to be a valuable learning tool.

Features of MyLab for the 13th Edition

MyLab® is the teaching and learning platform that allows instructors to reach every student with powerful self-study material and assessments.

PearsonMyLab® Operations Management is not included. Students, if Pearson MyLab OperationsManagement is a recommended/mandatory component of the course, please ask yourinstructor for the correct ISBN. Pearson MyLab Operations Management shouldonly be purchased when required by an instructor. Instructors, contact yourPearson representative for more information.

Deliver trusted content:
  • Operations Management Simulations give students hands-on experience in real-world roles, helping them link course concepts to on-the-job application.
  • With Conceptual Questions, you can assess your students' knowledge of operations management concepts.
Teach your course your way:
  • The Gradebook offers an easy way for you and your students to see their performance in your course.
Empower learners:
  • The Study Plan gives students personalized recommendations, practice opportunities, and learning aids to help them stay on track.
  • Dynamic Study Modules help students study chapter topics on their own by continuously assessing their knowledge application and performance in real time.

BRIEF CONTENTS

  1. Using Operations to Create Value

Supplement A: Decision Making

PART 1: Managing Processes

  1. Process Strategy and Analysis
  2. Quality and Performance
  3. Lean Systems
  4. Capacity Planning

Supplement B: Waiting Lines

  1. Constraint Management
  2. Project Management

PART 2: Managing Customer Demand

  1. Forecasting
  2. Inventory Management

Supplement C: Special Inventory Models

  1. Operations Planning and Scheduling

Supplement D: Linear Programming

  1. Resource Planning

PART 3: Managing Supply Chains

  1. Supply Chain Design
  2. Supply Chain Logistic Networks
  3. Supply Chain Integration
  4. Supply Chain Sustainability

Lee J. Krajewski is Professor Emeritus at The Ohio State University and Professor Emeritus at the University of Notre Dame. While at The Ohio State University, he received the University Alumni Distinguished Teaching Award and the College of Business Outstanding Faculty Research Award. He initiated the Center for Excellence in Manufacturing Management and served as its director for four years. Lee also served as Acting Director of the Executive MBA Program, Chairperson of the Department of Management Sciences, and Academic Director of the MBA Program at The Ohio State University. At the University of Notre Dame, he held the William and Cassie Daley Chair in Management. In addition, he received the National President's Award and the National Award of Merit of the American Production and Inventory Control Society (APICS). He served as president of the Decision Sciences Institute and was elected a Fellow of the Decision Sciences Institute in 1988. He received the Distinguished Service Award in 2003. Lee has conducted seminars and consulted for firms such as Sany Corporation, Westinghouse Corporation, Franklin Chemical, and Banc Ohio.

Lee received his PhD from the University of Wisconsin. Over the years, he has designed and taught courses at both graduate and undergraduate levels on topics such as operations strategy, introduction to operations management, operations design, project management, and manufacturing planning and control systems.

Lee served as the editor of Decision Sciences, was the founding editor of the Journal of Operations Management, and has served on several editorial boards. Widely published himself, Lee has contributed numerous articles to such journals as Decision Sciences, Journal of Operations Management, Management Science, Production and Operations Management, International Journal of Production Research, Harvard Business Review, and Interfaces, to name just a few. He co-authored papers that won the Best Theoretical/Empirical Paper awards at three national Decision Sciences conferences. He also co-authored two papers that won the Stanley T. Hardy Award for the best paper in operations management. Lee's areas of specialization include operations strategy, manufacturing planning and control systems, supply chain management, and master production scheduling.

Manoj K. Malhotra is the Dean and Albert J. Weatherhead III Professor of Management at the Weatherhead School of Management, Case Western Reserve University, and a member of the Leadership Cleveland class of 2019. Previously, he served as the Senior Associate Dean of Graduate Programs, Jeff B. Bates Professor, and Chairman of the Management Science Department at the Darla Moore School of Business, University of South Carolina (USC), Columbia. He also served from 2005 to 2017 as the founding director of the Center for Global Supply Chain and Process Management (GSCPM)at the Moore School. He earned an engineering undergraduate degree from the Indian Institute of Technology (IIT), Kanpur, India, in 1983, and a PhD in operations management from The Ohio State University in 1990. He is a Fellow of the Decision Sciences Institute (DSI), Production and Operations Management Society (POMS), and the American Production and Inventory Management Society(APICS). Manoj has conducted seminars and consulted with firms such as Avaya, BMW, Continental, Cummins Turbo Technologies, Delta Air Lines, John Deere, Metso Paper, Palmetto Health, Sonoco, Verizon, Walmart, and Westinghouse-Toshiba, among others.

Apart from teaching operations management, supply chain management, and global business issues at USC, Manoj has also taught at the Terry School of Business, University of Georgia; Wirtschaftsuniversität Wien in Austria; and the Graduate School of Management at Macquarie University, Australia. His research has thematically focused on the deployment of flexible resources in manufacturing and service firms, on operations and supply chain strategy, and on the interface between operations management and other functional areas of business. His work on these and related issues has been published in the leading refereed journals of the field, such as Decision Sciences, European Journal of Operational Research, Interfaces, Journal of Operations Management, and Production and Operations Management. Manoj has been recognized for his pedagogical and scholarly contributions through several teaching and discipline-wide research awards. He was the recipient of the Michael J. Mungo Outstanding Graduate Teaching Award in 2006, the Carolina Trustee Professor Award in 2014, and the Breakthrough Leadership in Research Award in 2014 from the University of South Carolina. He has been the program chair for international conferences at both the Decision Sciences Institute (DSI) and Production and Operations Management Society(POMS). He also served as the president of POMS in 2017 and continues to serve as a senior editor for that journal.

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