What percent of flights are expected to meet the 20 minute "time to carousel"?

OPERATIONS MANAGEMENT

THIRD CANADIAN EDITION

JAY HEIZER Texas Lutheran University

BARRY RENDER Graduate School of Business, Rollins College

CHUCK MUNSON Carson College of Business, Washington State University

PAUL GRIFFIN Humber Institute of Technology and Advanced Learning

SUSTAINABILITY AND SUPPLY CHAIN MANAGEMENT

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To Kathryn Ann Heizer —JH

To Donna, Charlie, Jesse, and Reva and to Howard G. Kornacki, the teacher who taught

me to love math —BR

To Suzanne, Alexandra, Kenna, Ryan, and Robert Kathleen

—PG

Pearson Canada Inc., 26 Prince Andrew Place, North York, Ontario M3C 2H4.

Copyright © 2020, 2017, 2015 Pearson Canada Inc. All rights reserved.

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Authorized adaptation from Operations Management, Twelfth Edition, Copyright © 2017, Pearson Education, Inc., Hoboken, New Jersey, USA. Used by permission. All rights reserved. This edition is authorized for sale only in Canada.

Attributions of third-party content appear on the appropriate page within the text. Cover Image: © Elenabsl/Shutterstock.

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Unless otherwise indicated herein, any third party trademarks that may appear in this work are the property of their respective owners and any references to third party trademarks, logos, or other trade dress are for demonstrative or descriptive purposes only. Such references are not intended to imply any sponsorship, endorsement, authorization, or promotion of Pearson Canada products by the owners of such marks, or any relationship between the owner and Pearson Canada or its affiliates, authors, licensees, or distributors.

If you purchased this book outside the United States or Canada, you should be aware that it has been imported without the approval of the publisher or the author.

ISBN 978-0-13-483807-6

1 20

Library and Archives Canada Cataloguing in Publication

Heizer, Jay, author Operations management : sustainability and supply chain management / Jay Heizer, Barry Render, Chuck Munson, Paul Griffin. -- Third Canadian edition.

Includes bibliographical references and indexes. ISBN 978-0-13-483807-6 (softcover)

1. Production management--Textbooks. 2. Textbooks. I. Render, Barry, author II. Munson, Chuck, author III. Griffin, Paul, 1961-, author IV. Title.

TS155.H3726 2018 658.5 C2018-904040-8

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About the Authors

iii

Jay Heizer Professor Emeritus, the Jesse H. Jones Chair of Business Administration, Texas Lutheran University, Seguin, Texas. He received his B.B.A. and M.B.A. from the University of North Texas and his Ph.D. in Management and Statistics from Arizona State University. He was previously a member of the faculty at the University of Memphis, the University of Oklahoma, Virginia Commonwealth University, and the University of Richmond. He has also held visiting positions at Boston University, George Mason University, the Czech Management Center, and the Otto-Von-Guericke University, Magdeburg.

Dr. Heizer’s industrial experience is extensive. He learned the practical side of operations manage- ment as a machinist apprentice at Foringer and Company, as a production planner for Westinghouse Airbrake, and at General Dynamics, where he worked in engineering administration. In addition, he has been actively involved in consulting in the OM and MIS areas for a variety of organizations, including Philip Morris, Firestone, Dixie Container Corporation, Columbia Industries, and Tenneco. He holds the CPIM certification from APICS—the Association for Operations Management.

Professor Heizer has co-authored five books and has published more than 30 articles on a variety of management topics. His papers have appeared in the Academy of Management Journal, Journal of Purchasing, Personnel Psychology, Production & Inventory Control Management, APICS— The Performance Advantage, Journal of Management History, IIE Solutions, and Engineering Management, among others. He has taught operations management courses in undergraduate, graduate, and executive programs.

Barry Render Professor Emeritus, the Charles Harwood Professor of Operations Management, Crummer Graduate School of Business, Rollins College, Winter Park, Florida. He received his B.S. in Mathematics and Physics at Roosevelt University, and his M.S. in Operations Research and Ph.D. in Quantitative Analysis at the University of Cincinnati. He previously taught at George Washington University, University of New Orleans, Boston University, and George Mason University, where he held the Mason Foundation Professorship in Decision Sciences and was Chair of the Decision Sciences Department. Dr. Render has also worked in the aerospace industry for General Electric, McDonnell Douglas, and NASA.

Professor Render has co-authored 10 textbooks for Prentice Hall, including Managerial Decision Modeling with Spreadsheets, Quantitative Analysis for Management, Service Management, Introduction to Management Science, and Cases and Readings in Management Science. Quantitative Analysis for Management, now in its 11th edition, is a leading text in that discipline in the United States and globally. Dr. Render’s more than 100 articles on a variety of management topics have appeared in Decision Sciences, Production and Operations Management, Interfaces, Information and Management, Journal of Management Information Systems, Socio-Economic Planning Sciences, IIE Solutions, and Operations Management Review, among others.

Dr. Render has been honoured as an AACSB Fellow and was twice named a Senior Fulbright Scholar. He was Vice President of the Decision Science Institute Southeast Region and served as Software Review Editor for Decision Line for six years and as Editor of the New York Times Operations Management special issues for five years. From 1984 to 1993, Dr. Render was President of Management Service Associates of Virginia, Inc., whose technology clients included the FBI, the U.S. Navy, Fairfax County, Virginia, and C&P Telephone. He is currently Consulting Editor to Financial Times Press.

Dr. Render has taught operations management courses in Rollins College’s MBA and Executive MBA programs. He has received that school’s Welsh Award as leading Professor and was selected by Roosevelt University as the 1996 recipient of the St. Claire Drake Award for Outstanding Scholarship. In 2005, Dr. Render received the Rollins College MBA Student Award for Best Overall Course, and in 2009 was named Professor of the Year by full-time MBA students.

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iv About the Authors

Chuck Munson Professor of Operations Management, Carson College of Business, Washington State University, Pullman, Washington. He received his BSBA summa cum laude in finance, along with his MSBA and Ph.D. in operations management, from Washington University in St. Louis. For two years, he served as Associate Dean for Graduate Programs in Business at Washington State. He also worked for three years as a financial analyst for Contel Telephone Corporation.

Professor Munson serves as a senior editor for Production and Operations Management, and he serves on the editorial review board of four other journals. He has published more than 25 articles in such journals as Production and Operations Management, IIE Transactions, Decision Sciences, Naval Research Logistics, European Journal of Operational Research, Journal of the Operational Research Society, and Annals of Operations Research. He is editor of the book The Supply Chain Management Casebook: Comprehensive Coverage and Best Practices in SCM, and he has co-authored the research monograph Quantity Discounts: An Overview and Practical Guide for Buyers and Sellers. He is also coauthor of Managerial Decision Modeling with Spreadsheets (4th edition), published by Pearson.

Dr. Munson has taught operations management core and elective courses at the undergraduate, MBA, and Ph.D. levels at Washington State University. He has also conducted several teaching workshops at international conferences and for Ph.D. students at Washington State University. His major awards include being a Founding Board Member of the Washington State University President’s Teaching Academy (2004); winning the WSU College of Business Outstanding Teaching Award (2001 and 2015), Research Award (2004), and Service Award (2009 and 2013); and being named the WSU MBA Professor of the Year (2000 and 2008).

Paul Griffin Associate Dean, Business Degrees, Humber Institute of Technology & Advanced Learning, Toronto, Ontario, Canada. He received his Ph.D. in Management from the University of Bradford in the United Kingdom and has also achieved 18 professional designations, including Chartered Professional Accountant (CPA), Certified Management Accountant (CMA), Certified General Accountant (CGA), Certified Financial Planner (CFP), Fellow of the Canadian Securities Institute (FCSI), and several others.

Before joining academia, Dr. Griffin was engaged in the financial services sector for over 20 years and was most recently the National Director of Operations and Compliance at ING Canada. He remains an active member of several boards and committees, most notably the Insurance Institute of Canada’s Ethics Advisory Board and the Financial Services Commission of Ontario’s Advisory Board, and he serves as Chair of the Education Committee and Board of Directors for the Canadian Institute of Financial Planning. Before becoming Associate Dean at Humber, Dr. Griffin was a Professor and taught operations management, accounting, finance, and marketing. During that time, he received the Award of Excellence for Outstanding Academic Contribution.

Dr. Griffin continues to write for practitioner-targeted publications and develops a continuous stream of technical manuals, materials, and courses for both the academic and industrial sectors. He remains an active member of the Editorial Advisory Board for the Journal of Financial Planning.

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Brief Table of Contents

v

PART ONE Introduction to Operations Management 1 1 Operations and Productivity 1 2 Operations Strategy in a Global

Environment 26

3 Project Management 58 4 Forecasting 103

PART TWO Designing Operations 151 5 Design of Goods and Services 151 Supplement 5: Sustainability in the

Supply Chain 183

6 Managing Quality 203 Supplement 6: Statistical

Process Control 233

7 Process Strategy 264 Supplement 7: Capacity and

Constraint Management 293

8 Location Strategies 322 9 Layout Strategies 349 10 Human Resources, Job Design,

and Work Measurement 387

PART THREE Managing Operations 421 11 Supply Chain Management 421 Supplement 11: Supply Chain

Management Analytics 453

12 Inventory Management 468

13 Aggregate Planning and Sales and Operations Planning 512

14 Material Requirements Planning (MRP) and ERP 543

15 Short-Term Scheduling 580 16 Lean Operations 617 17 Maintenance and Reliability 643

PART FOUR Business Analytics Modules 661 A Decision-Making Tools 661 B Linear Programming 681 C Transportation Models 711 D Waiting-Line Models 731 E Learning Curves 761 F Simulation 775 Appendix A1

Bibliography B1

Indices I1

Online Tutorials 1 Statistical Tools for Managers T1-1 2 Acceptance Sampling T2-1 3 The Simplex Method of Linear

Programming T3-1

4 The MODI and VAM Methods of Solving Transportation Problems T4-1

5 Vehicle Routing and Scheduling T5-1

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About the Authors

vi

About the Authors iii Preface xvi

PART ONE Introduction to Operations Management 1

1 Operations and Productivity 1 What Is Operations Management? 2 Organizing to Produce Goods and Services 3

The Supply Chain 4 Why Study Operations Management? 4 What Operations Managers Do 5

Where Are the OM Jobs? 6 The Heritage of Operations Management 6 Operations in the Service Sector 9

Differences Between Goods and Services 9 Growth of Services 9 Service Pay 10

New Challenges in Operations Management 11 The Productivity Challenge 11

Productivity Measurement 12 Productivity Variables 14 Productivity and the Service Sector 16

Ethics, Social Responsibility, and Sustainability 17 Chapter Summary 18 • Ethical Dilemma 18 • Discussion Questions 19 • Solved Problems 19 • Problems 20 • Case Studies: National Air Express 21 • Video Case Studies: Frito- Lay: Operations Management in Manufacturing 22 • Hard Rock Cafe: Operations Management in Services 22 • Rapid Review 23 • Self-Test 25

2 Operations Strategy in a Global Environment 26 A Global View of Operations and Supply Chains 28

Reduce Costs 29 Improve the Supply Chain 30 Provide Better Goods and Services 30 Understand Markets 30 Learn to Improve Operations 31 Attract and Retain Global Talent 31

Cultural and Ethical Issues 31 Developing Missions and Strategies 32

Mission 32 Strategy 32

Achieving Competitive Advantage Through Operations 33

Competing on Differentiation 34 Competing on Cost 34 Competing on Response 35

10 Strategic OM Decisions 36 Issues in Operations Strategy 39 Strategy Development and Implementation 40

Key Success Factors and Core Competencies 41 Build and Staff the Organization 42 Integrate OM with Other Activities 42

Strategic Planning, Core Competencies, and Outsourcing 43

The Theory of Comparative Advantage 44 Risks of Outsourcing 44 Rating Outsource Providers 45

Global Operations Strategy Options 47 International Strategy 47 Multidomestic Strategy 48 Global Strategy 48 Transnational Strategy 48 Chapter Summary 49 • Ethical Dilemma 49 • Discussion Questions 50 • Solved Problems 50 • Problems 51 • Case Studies: Mr. Lube 53 • Video Case Studies: Operations Strategy at Regal Marine 53 • Hard Rock Cafe’s Global Strategy 53 • Rapid Review 54 • Self-Test 56

3 Project Management 58 The Importance of Project Management 59 Project Planning 60

The Project Manager 61 Work Breakdown Structure 61

Project Scheduling 62 Project Controlling 64 Project Management Techniques: PERT and CPM 65

The Framework of PERT and CPM 65 Network Diagrams and Approaches 66 Activity-on-Node Example 67 Activity-on-Arrow Example 69

Determining the Project Schedule 70 Forward Pass 70 Backward Pass 72

Table of Contents

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Table of Contents vii

Calculating Slack Time and Identifying the Critical Path(s) 73

Variability in Activity Times 75 Three Time Estimates in PERT 76 Probability of Project Completion 77

Cost–Time Trade-Offs and Project Crashing 81 A Critique of PERT and CPM 83

Advantages 83 Limitations 84

Using Microsoft Project to Manage Projects 84 Entering Data 84 Viewing the Project Schedule 85 PERT Analysis 86 Tracking the Time Status of a Project 86 Chapter Summary 87 • Ethical Dilemma 87 • Discussion Questions 87 • Using Software to Solve Project Management Problems 88 • Solved Problems 88 • Problems 91 • Case Studies: Fast Creek Lightning: (A) 96 • Video Case Studies: Project Management at Arnold Palmer Hospital 97 • Managing Hard Rock’s Rockfest 98 • Rapid Review 100 • Self-Test 102

4 Forecasting 103 What Is Forecasting? 104

Forecasting Time Horizons 105 The Influence of Product Life Cycle 105 Types of Forecasts 106

The Strategic Importance of Forecasting 106 Supply Chain Management 106 Human Resources 106 Capacity 106

Seven Steps in the Forecasting System 107 Forecasting Approaches 107

Overview of Qualitative Methods 107 Overview of Quantitative Methods 108

Time-Series Forecasting 108 Decomposition of a Time Series 108 Naive Approach 109 Moving Averages 109 Exponential Smoothing 112 Measuring Forecast Error 113 Exponential Smoothing with Trend Adjustment 116 Trend Projections 119 Seasonal Variations in Data 122 Cyclical Variations in Data 126

Associative Forecasting Methods: Regression and Correlation Analysis 126

Using Regression Analysis for Forecasting 126 Standard Error of the Estimate 128

Correlation Coefficients for Regression Lines 129 Multiple-Regression Analysis 131

Monitoring and Controlling Forecasts 132 Adaptive Smoothing 133 Focus Forecasting 133

Forecasting in the Service Sector 134 Specialty Retail Shops 134 Fast-Food Restaurants 134 Chapter Summary 135 • Ethical Dilemma 135 • Discussion Questions 136 • Using Software in Forecasting 136 • Solved Problems 138 • Problems 139 • Case Studies: Fast Creek Lightning: (B) 146 • Video Case Studies: Forecasting at Hard Rock Cafe 146 • Rapid Review 147 • Self-Test 150

PART TWO Designing Operations 151

5 Design of Goods and Services 151 Goods and Services Selection 152

Product Strategy Options Support Competitive Advantage 153 Product Life Cycles 154 Life Cycle and Strategy 154 Product-by-Value Analysis 155

Generating New Products 155 New Product Opportunities 155 Importance of New Products 155

Product Development 156 Product Development System 156 Quality Function Deployment (QFD) 157 Organizing for Product Development 160 Manufacturability and Value Engineering 161

Issues for Product Design 162 Robust Design 162 Modular Design 162 Computer-Aided Design (CAD) 162 Computer-Aided Manufacturing (CAM) 163 Virtual Reality Technology 164 Value Analysis 164 Sustainability and Life Cycle Assessment (LCA) 164

Time-Based Competition 164 Purchasing Technology by Acquiring a Firm 166 Joint Ventures 166 Alliances 166

Defining a Product 166 Make-or-Buy Decisions 167 Group Technology 168

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viii Table of Contents

Documents for Production 169 Product Life Cycle Management (PLM) 169

Service Design 170 Process–Chain–Network (PCN) Analysis 170 Adding Service Efficiency 172 Documents for Services 172

Application of Decision Trees to Product Design 173 Transition to Production 175

Chapter Summary 175 • Ethical Dilemma 176 • Discussion Questions 176 • Solved Problem 176 • Problems 177 • Case Studies: StackTeck 179 • Video Case Studies: Product Strategy at Regal Marine 179 • Rapid Review 180 • Self-Test 182

5 Supplement: Sustainability in the Supply Chain 183 Corporate Social Responsibility 184 Sustainability 185

Systems View 185 Commons 185 Triple Bottom Line 185

Design and Production for Sustainability 188 Product Design 188 Production Process 190 Logistics 190 End-of-Life Phase 193

Regulations and Industry Standards 193 International Environmental Policies and Standards 194 Supplement Summary 195 • Discussion Questions 195 • Solved Problems 196 • Problems 197 • Video Case Studies: Building Sustainability at the Orlando Magic’s Amway Center 199 • Green Manufacturing and Sustainability at Frito-Lay 199 • Rapid Review 200 • Self-Test 202

6 Managing Quality 203 Quality and Strategy 204 Defining Quality 205

Implications of Quality 206 National Quality Awards 206 ISO 9000 International Quality Standards 206 ISO 14000 206 Cost of Quality (COQ) 207 Ethics and Quality Management 208

Total Quality Management 208 Continuous Improvement 209 Six Sigma 210 Employee Empowerment 211 Benchmarking 211

Just-in-Time (JIT) 213 Taguchi Concepts 213 Knowledge of TQM Tools 214

Tools of TQM 214 Check Sheets 214 Scatter Diagrams 214 Cause-and-Effect Diagrams 214 Pareto Charts 215 Flowcharts 217 Histograms 218 Statistical Process Control (SPC) 218

The Role of Inspection 219 When and Where to Inspect 219 Source Inspection 220 Service Industry Inspection 220 Inspection of Attributes versus Variables 220

TQM in Services 221 Chapter Summary 223 • Ethical Dilemma 224 • Discussion Questions 224 • Problems 224 • Case Studies: Fast Creek Lightning: (C) 226 • Video Case Studies: The Culture of Quality at Arnold Palmer Hospital 227 • Quality Counts at Alaska Airlines 228 • TQM at Ritz-Carlton Hotels 229 • Rapid Review 230 • Self-Test 232

6 Supplement: Statistical Process Control 233 Statistical Process Control (SPC) 233

Natural Variations 233 Assignable Variations 234 Samples 234 Control Charts 235 Control Charts for Variables 235 The Central Limit Theorem 235 Setting Mean Chart Limits (X -Charts) 237 Setting Range Chart Limits (R-Charts) 240 Using Mean and Range Charts 240 Control Charts for Attributes 242 Managerial Issues and Control Charts 245

Process Capability 246 Process Capability Ratio (Cp) 246 Process Capability Index (Cpk) 247

Acceptance Sampling 248 Operating Characteristic Curve 248 Average Outgoing Quality 250 Supplement Summary 251 • Discussion Questions 251 • Using Software for SPC 252 • Solved Problems 253 • Problems 254 • Case Studies: PEI Potato Purveyors 258 • Video Case Studies: Frito-Lay’s Quality-Controlled Potato Chips 260 • Farm to Fork: Quality at Darden Restaurants 260 • Rapid Review 261 • Self-Test 263

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Table of Contents ix

7 Process Strategy 264 Four Process Strategies 266

Process Focus 266 Repetitive Focus 267 Product Focus 267 Mass Customization Focus 268 Comparison of Process Choices 270

Selection of Equipment and Technology 272 Process Analysis and Design 273

Flowchart 274 Time-Function Mapping 274 Value-Stream Mapping 274 Process Charts 275 Service Blueprinting 276

Special Considerations for Service Process Design 277

Customer Interaction and Process Design 277 More Opportunities to Improve Service Processes 279

Production Technology 279 Machine Technology 279 Automatic Identification Systems (AISs) and RFID 280 Process Control 280 Vision Systems 281 Robots 281 Automated Storage and Retrieval Systems (ASRSs) 281 Automated Guided Vehicles (AGVs) 281 Flexible Manufacturing Systems (FMSs) 281 Computer-Integrated Manufacturing (CIM) 282

Technology in Services 283 Process Redesign 284

Chapter Summary 285 • Ethical Dilemma 285 • Discussion Questions 285 • Solved Problem 286 • Problems 286 • Case Studies: Regina Manufacturing’s Process Decision 287 • Environmental Sustainability at Walmart 287 • Video Case Studies: Process Strategy at Wheeled Coach Ambulance 288 • Process Analysis at Arnold Palmer Hospital 288 • Alaska Airlines: 20-Minute Baggage Process—Guaranteed! 289 • Rapid Review 290 • Self-Test 292

7 Supplement: Capacity and Constraint Management 293 Capacity 293

Design and Effective Capacity 293 Capacity and Strategy 296 Capacity Considerations 296

Managing Demand 297 Demand and Capacity Management in the Service Sector 299

Bottleneck Analysis and the Theory of Constraints 299 Theory of Constraints 302 Bottleneck Management 302

Break-Even Analysis 304 Assumptions 304 Graphic Approach 304 Algebraic Approach 305 Single-Product Case 305 Multiproduct Case 306

Reducing Risk with Incremental Changes 308 Applying Expected Monetary Value (EMV) to Capacity Decisions 309 Applying Investment Analysis to Strategy-Driven Investments 309

Investment, Variable Cost, and Cash Flow 309 Net Present Value 309 Supplement Summary 312 • Discussion Questions 312 • Using Software for Break-Even Analysis 312 • Solved Problems 313 • Problems 315 • Video Case Study: Capacity Planning at Arnold Palmer Hospital 318 • Rapid Review 319 • Self-Test 321

8 Location Strategies 322 The Strategic Importance of Location 323

Location and Costs 324 Factors that Affect Location Decisions 324

Labour Productivity 326 Exchange Rates and Currency Risk 326 Costs 327 Political Risk, Values, and Culture 327 Proximity to Markets 327 Proximity to Suppliers 328 Proximity to Competitors (Clustering) 329

Methods of Evaluating Location Alternatives 329 The Factor Rating Method 329 Locational Break-Even Analysis 330 Centre-of-Gravity Method 332 Transportation Model 333

Service Location Strategy 334 Geographic Information Systems 334 Chapter Summary 336 • Ethical Dilemma 336 • Discussion Questions 336 • Using Software to Solve Location Problems 337 • Solved Problems 337 • Problems 339 • Case Studies: Atlantic Assembly Services 344 • Video Case Studies: Locating the Next Red Lobster Restaurant 344 • Hard Rock’s Location Selection 345 • Rapid Review 346 • Self-Test 348

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x Table of Contents

9 Layout Strategies 349 The Strategic Importance of Layout Decisions 350 Types of Layout 351 Office Layout 352 Retail Layout 353

Servicescapes 355 Warehousing and Storage Layouts 356

Cross-Docking 356 Random Stocking 357 Customizing 358

Fixed-Position Layout 358 Process-Oriented Layout 359

Computer Software for Process-Oriented Layouts 363

Work Cells 364 Requirements of Work Cells 364 Staffing and Balancing Work Cells 365 The Focused Work Centre and the Focused Factory 367

Repetitive and Product-Oriented Layout 367 Assembly-Line Balancing 368 Chapter Summary 373 • Ethical Dilemma 373 • Discussion Questions 373 • Using Software to Solve Layout Problems 373 • Solved Problems 374 • Problems 377 • Case Studies: Automobile Licence Renewals 382 • Video Case Studies: Layout at Arnold Palmer Hospital 383 • Facility Layout at Wheeled Coach Ambulance 384 • Rapid Review 385 • Self-Test 386

10 Human Resources, Job Design, and Work Measurement 387 Human Resource Strategy for Competitive Advantage 389

Constraints on Human Resource Strategy 389 Labour Planning 390

Employment-Stability Policies 390 Work Schedules 390 Job Classifications and Work Rules 391

Job Design 391 Labour Specialization 391 Job Expansion 392 Psychological Components of Job Design 392 Self-Directed Teams 393 Motivation and Incentive Systems 393

Ergonomics and the Work Environment 395 Ergonomics 395 Operator Input to Machines 395 Feedback to Operators 395 The Work Environment 396

Methods Analysis 397 The Visual Workplace 399 Labour Standards 400

Historical Experience 400 Time Studies 400 Predetermined Time Standards 405 Work Sampling 407

Ethics 409 Chapter Summary 410 • Ethical Dilemma 410 • Discussion Questions 410 • Solved Problems 411 • Problems 413 • Case Studies: Jackson Manufacturing Company 416 • Video Case Studies: The “People” Focus: Human Resources at Alaska Airlines 416 • Human Resources at Hard Rock Cafe 417 • Rapid Review 418 • Self-Test 420

PART THREE Managing Operations 421

11 Supply Chain Management 421 The Supply Chain’s Strategic Importance 422

Supply Chain Risk 424 Ethics and Sustainability 425

Personal Ethics 425 Ethics within the Supply Chain 425 Ethical Behaviour Regarding the Environment 425

Supply Chain Economics 426 Make-or-Buy Decisions 427 Outsourcing 427

Supply Chain Strategies 427 Many Suppliers 428 Few Suppliers 428 Vertical Integration 428 Joint Ventures 429 Keiretsu Networks 429 Virtual Companies 429

Managing the Supply Chain 430 Mutual Agreement on Goals 430 Trust 430 Compatible Organizational Cultures 430 Issues in an Integrated Supply Chain 431 Opportunities in an Integrated Supply Chain 431

Eprocurement 433 Electronic Ordering and Funds Transfer 434 Online Catalogues 434 Auctions 434

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Table of Contents xi

RFQs 434 Real-Time Inventory Tracking 434

Vendor Selection 435 Vendor Evaluation 435 Vendor Development 436 Negotiations 436 Contracting 437 Centralized Purchasing 437 E-Procurement 437

Logistics Management 438 Distribution Systems 438 Warehousing 439 Third-Party Logistics 440 Cost of Shipping Alternatives 440 Security and JIT 441

Measuring Supply Chain Performance 442 Supply Chain Performance 442 Assets Committed to Inventory 442 The SCOR Model 444 Chapter Summary 445 • Ethical Dilemma 445 • Discussion Questions 445 • Solved Problems 445 • Problems 446 • Case Studies: Dell’s Value Chain 447 • Video Case Studies: Darden’s Global Supply Chain 448 • Supply Chain Management at Regal Marine 449 • Arnold Palmer Hospital ’s Supply Chain 449 • Rapid Review 450 • Self-Test 452

11 Supplement: Supply Chain Management Analytics 453 Techniques for Evaluating Supply Chains 453 Evaluating Disaster Risk in the Supply Chain 453 Managing the Bullwhip Effect 455

A Bullwhip Effect Measure 456 Supplier Selection Analysis 457 Transportation Mode Analysis 458 Warehouse Storage 459

Supplement Summary 460 • Discussion Questions 460 • Solved Problems 460 • Problems 462 • Rapid Review 465 • Self-Test 467

12 Inventory Management 468 The Importance of Inventory 470

Functions of Inventory 471 Types of Inventory 471

Managing Inventory 472 ABC Analysis 472 Record Accuracy 474 Cycle Counting 474 Control of Service Inventories 476

Inventory Models 478

Independent versus Dependent Demand 478 Holding, Ordering, and Setup Costs 478

Inventory Models for Independent Demand 478 The Basic Economic Order Quantity (EOQ) Model 479 Minimizing Costs 479 Reorder Points 483 Production Order Quantity Model 485 Quantity Discount Models 487

Probabilistic Models and Safety Stock 490 Other Probabilistic Models 493

Single-Period Model 495 Fixed-Period (P) Systems 496

Chapter Summary 497 • Ethical Dilemma 497 • Discussion Questions 497 • Using Software to Solve Inventory Problems 498 • Solved Problem 499 • Problems 502 • Case Studies: Zhou Bicycle Company 507 • Video Case Studies: Managing Inventory at Frito-Lay 507 • Inventory Control at Wheeled Coach Ambulance 508 • Rapid Review 508 • Self-Test 510

13 Aggregate Planning and Sales and Operations Planning 512 The Planning Process 513

Sales and Operations Planning 513 The Nature of Aggregate Planning 515 Aggregate Planning Strategies 516

Capacity Options 517 Demand Options 517 Mixing Options to Develop a Plan 518

Methods for Aggregate Planning 519 Graphical Methods 519 Mathematical Approaches 523 Comparison of Aggregate Planning Methods 525

Aggregate Planning in Services 526 Restaurants 526 Hospitals 527 National Chains of Small Service Firms 527 Miscellaneous Services 527 Airline Industry 528

Yield Management 528 Chapter Summary 531 • Ethical Dilemma 531 • Discussion Questions 532 • Using Software for Aggregate Planning 532 • Solved Problems 533 • Problems 534 • Case Studies: Fast Creek Lightning (G) 538 • Andrew-Carter, Inc. 539 • Video Case Studies: Using Revenue Management to Set Orlando Magic Ticket Prices 540 • Rapid Review 540 • Self-Test 542

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xii Table of Contents

14 Material Requirements Planning (MRP) and ERP 543 Dependent Demand 544 Dependent Inventory Model Requirements 545

Master Production Schedule 545 Bills of Material 547 Accurate Inventory Records 549 Purchase Orders Outstanding 549 Lead Times for Components 549

MRP Structure 550 MRP Management 554

MRP Dynamics 554 MRP and JIT 554

Lot-Sizing Techniques 555 Lot-for-Lot 555 Economic Order Quantity (EOQ) 556 Periodic Order Quantity 557 Lot-Sizing Summary 558

Extensions of MRP 559 Material Requirements Planning II (MRP II) 559 Closed-Loop MRP 560 Capacity Planning 560

MRP in Services 561 Restaurants 562 Hospitals 562 Hotels 562 Distribution Resource Planning (DRP) 563

Enterprise Resource Planning (ERP) 563 ERP in the Service Sector 565 Chapter Summary 566 • Ethical Dilemma 566 • Discussion Questions 566 • Using Software to Solve MRP Problems 566 • Solved Problems 568 • Problems 571 • Case Studies: Hill’s Automotive, Inc. 575 • Video Case Studies: When 18 500 Orlando Magic Fans Come to Dinner 575 • MRP at Wheeled Coach Ambulance 576 • Rapid Review 577 • Self-Test 579

15 Short-Term Scheduling 580 The Importance of Short-Term Scheduling 581 Scheduling Issues 582

Forward and Backward Scheduling 583 Finite and Infinite Loading 584 Scheduling Criteria 585

Scheduling Process-Focused Facilities 586 Loading Jobs 586

Input–Output Control 586 Gantt Charts 588 Assignment Method 588

Sequencing Jobs 592 Priority Rules for Dispatching Jobs 592 Critical Ratio 595 Sequencing N Jobs on Two Machines: Johnson’s Rule 595 Limitations of Rule-Based Dispatching Systems 597

Finite Capacity Scheduling (FCS) 597 Scheduling Repetitive Facilities 599 Scheduling Services 599

Hospitals 599 Banks 599 Retail Stores 600 Airlines 600 24/7 Operations 600 Scheduling Service Employees with Cyclical Scheduling 601 Cyclical Scheduling 601 Chapter Summary 603 • Ethical Dilemma 603 • Discussion Questions 603 • Using Software for Short-Term Scheduling 603 • Solved Problems 605 • Problems 608 • Case Studies: Old Muskoka Wood Store 611 • Video Case Studies: From the Eagles to the Magic: Converting the Amway Center 612 • Scheduling at Hard Rock Cafe 614 • Rapid Review 614 • Self-Test 616

16 Lean Operations 617 Lean Operations 619

Eliminate Waste 619 Remove Variability 621 Improve Throughput 621

Lean and Just-in-Time 621 Supplier Partnerships 621

Lean Layout 624 Distance Reduction 624 Increased Flexibility 624 Impact on Employees 624 Reduced Space and Inventory 625

Lean Inventory 625 Reduce Inventory and Variability 625 Reduce Lot Sizes 626 Reduce Setup Costs 627

Lean Scheduling 628 Level Schedules 628 Kanban 629

Lean Quality 631 Toyota Production System 632

Continuous Improvement 632 Respect for People 633 Processes and Standard Work Practice 633

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Table of Contents xiii

Lean Organizations 633 Building a Lean Organization 633 Lean Sustainability 634

Lean Operations in Services 635 Suppliers 635 Layouts 635 Inventory 635 Scheduling 635 Chapter Summary 635 • Ethical Dilemma 636 • Discussion Questions 636 • Solved Problems 636 • Problems 637 • Case Studies: Saskatchewan Mutual Insurance Company 638 • Video Case Studies: Lean Operations at Alaska Airline 638 • JIT at Arnold Palmer Hospital 640 • Rapid Review 640 • Self-Test 642

17 Maintenance and Reliability 643 The Strategic Importance of Maintenance and Reliability 644 Reliability 645

Improving Individual Components 645 Providing Redundancy 647

Maintenance 649 Implementing Preventive Maintenance 649 Increasing Repair Capabilities 652 Autonomous Maintenance 653

Total Productive Maintenance 653 Techniques for Enhancing Maintenance 653

Simulation 653 Expert Systems 654 Automated Sensors 654 Chapter Summary 654 • Ethical Dilemma 654 • Discussion Questions 654 • Using Software to Solve Reliability Problems 655 • Solved Problems 655 • Problems 655 • Video Case Study: Maintenance Drives Profits at Frito-Lay 657 • Rapid Review 658 • Self-Test 659

PART FOUR Business Analytics Modules 661

A Decision-Making Tools 661 The Decision Process in Operations 661 Fundamentals of Decision Making 662 Decision Tables 663 Types of Decision-Making Environments 664

Decision Making Under Uncertainty 664

Decision Making Under Risk 665 Decision Making Under Certainty 665 Expected Value of Perfect Information (EVPI) 666

Decision Trees 667 A More Complex Decision Tree 668

Using Decision Trees in Ethical Decision Making 670

The Poker Decision Process 671 Module Summary 671 • Discussion Questions 671 • Using Software for Decision Models 672 • Solved Problems 673 • Problems 674 • Case Study: Tom Tucker’s Liver Transplant 678 • Rapid Review 678 • Self-Test 680

B Linear Programming 681 Why Use Linear Programming? 681 Requirements of a Linear Programming Problem 682 Formulating Linear Programming Problems 682

Glickman Electronics Example 682 Graphical Solution to a Linear Programming Problem 683

Graphical Representation of Constraints 683 Iso-Profit Line Solution Method 684 Corner-Point Solution Method 687

Sensitivity Analysis 688 Sensitivity Report 689 Changes in the Resources or Right-Hand-Side Values 689 Changes in the Objective Function Coefficient 690

Solving Minimization Problems 690 Linear Programming Applications 692

Production-Mix Example 692 Diet Problem Example 693 Labour Scheduling Example 694

The Simplex Method of LP 695 Integer and Binary Variables 696

Creating Integer and Binary Variables 696 Linear Programming Applications with Binary Variables 696 A Fixed-Charge Integer Programming Problem 697 Module Summary 698 • Discussion Questions 698 • Using Software to Solve LP Problems 699 • Solved Problems 700 • Problems 702 • Case Study: Golding Landscaping and Plants Inc. 708 • Rapid Review 708 • Self-Test 710

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xiv Table of Contents

C Transportation Models 711 Transportation Modelling 711 Developing an Initial Solution 713

The Northwest-Corner Rule 713 The Intuitive Lowest-Cost Method 714

The Stepping-Stone Method 715 Special Issues in Modelling 718

Demand Not Equal to Supply 718 Degeneracy 719 Module Summary 720 • Discussion Questions 720 • Using Software to Solve Transportation Problems 721 • Solved Problems 722 • Problems 724 • Case Study: Custom Vans Inc. 727 • Rapid Review 728 • Self-Test 730

D Waiting-Line Models 731 Queuing Theory 731 Characteristics of a Waiting-Line System 732

Arrival Characteristics 732 Waiting-Line Characteristics 734 Service Characteristics 734 Measuring a Queue’s Performance 736

Queuing Costs 736 The Variety of Queuing Models 737

Model A (M/M/1): Single-Channel Queuing Model with Poisson Arrivals and Exponential Service Times 738 Model B (M/M/S): Multiple-Channel Queuing Model 741 Model C (M/D/1): Constant-Service-Time Model 745 Little’s Law 746 Model D: Limited-Population Model 746

Other Queuing Approaches 749 Module Summary 750 • Discussion Questions 750 • Using Software to Solve Queuing Problems 750 • Solved Problems 751 • Problems 753 • Case Studies: Labrador Foundry Inc. 756 • The Winter Park Hotel 757 • Rapid Review 758 • Self-Test 759

E Learning Curves 761 What Is a Learning Curve? 761 Learning Curves in Services and Manufacturing 762 Applying the Learning Curve 763

Arithmetic Approach 763 Logarithmic Approach 763 Learning-Curve Coefficient Approach 764

Strategic Implications of Learning Curves 766

Limitations of Learning Curves 767 Module Summary 767 • Discussion Questions 767 • Using Software for Learning Curves 767 • Solved Problems 768 • Problems 769 • Case Study: SMT’s Negotiation with IBM 771 • Rapid Review 772 • Self-Test 774

F Simulation 775 What Is Simulation? 775 Advantages and Disadvantages of Simulation 776 Monte Carlo Simulation 777