Operations and Supply Chain Management The Core

SUBJECT INDEX 513
Linear programming (LP)
definition, 481
introduction, 481–482
model, 482–483
transportation method, 461–464
using Microsoft Excel, 462–464,
486–490
Linear regression forecasting, 57–60
Line structures, 217–219
Little’s law, 171–172
Location decisions. see Facility location
decisions
Lockheed Martin, 170
Logistics
decisions related to, 456–458
definition, 436
facilities, 458–468
green sourcing, 438–441
international, 456
lean, 402
outsourcing, 436
overview, 455–456
third-party companies, 456
transportation modes, 457–458
warehouse design, 458
Long-range planning, 241
Lot-for-lot, 279
Lot sizing, 281–285, 331
Lot tolerance percent defective (LTPD),
330
Low degree of customer contact, 204
Lower process control limit (LCL), 321
LP. See Linear programming (LP)
LTC (least total cost), 283
LTPD (lot tolerance percent defective),
330
LUC (least unit cost), 283–284
M
MAD (mean absolute deviation), 65–67
Make-to-order, 169, 170, 268e
Make-to-stock, 168–169, 268e,
350–351, 351e
Making, 6
Malcolm Baldrige National Quality
Award, 300
Management, learning curves usage by,
121
Manufacturing cell, 173, 176–177
Manufacturing inventory, 352
Manufacturing processes
analytics exercise, 195–197
assembly-line design, 178–183
break-even analysis, 198–199
classification of production processes,
204
lean concepts in, 400–402
linear programming applications for, 481
production processes, 167–170 (see
also Production processes)
Manufacturing strategy, 16–17
MAPE (mean absolute percent error), 66
Market research, 70
Marks and Spencer, 307
Mass customization, 17
Master production schedule (MPS), 268–
269, 276
Material handling, 482
Material management, 266
Material requirements planning (MRP)
analytics exercise, 296–297
bill-of-materials, 271–273, 276–277
calculations, 274–275, 277–281
definition and introduction, 267
explosion process, 275
inventory records, 273–274, 277
lot sizes, 281–285
master production scheduling,
268–269, 276
project demand, 270–271, 275–276
system structure, 270–275
time fences, 269–270
usage, 267–268, 268e
Matrix project, 129–130
McDonald’s, 383, 413, 414, 450, 460
McKinsey, 307
Mean absolute deviation (MAD), 65–67
Mean absolute percent error (MAPE), 66
Mean squared error, 65
Measurement of error, 64–65
Michigan State University, 392–393, 394e
Microsoft, 31, 150, 486
Microsoft Excel
cumulative standard normal
distribution, 508
linear programming methodology,
486–503
negative exponential distribution, 507
present value table, 506
waiting line models, 219, 225e–227e
Miller Brewing Company, 413
Minimum-cost scheduling, 145–149
Mitsukoshi Department Store, 376
Mixed strategy, 245
M&M Mars, 96
Modular bill-of-materials, 273
Motorola, 315–316, 321, 432
Moving average, 50–52
MPS (master production schedule), 268–
269, 276
MRP. See Material requirements planning
(MRP)
Multifactor productivity measure, 35
Multiperiod inventory systems, 359–360
Multiple lines, 217
Multiple regression analysis, 69
Multiplicative seasonal variation, 61
N
National Institute of Standards and
Technology, 17, 300
NEC, 437
Net change systems, 275
Netflix, 207
Net requirements, 275, 279
New Ark Hotel, 127
New York Stock Exchange, 215
Nissan, 96
Nonlinear programming, 482
Northwestern University, 394e
NTN Driveshafts, 458
O
Office Depot, 31
Ohio State University, 392–393, 394e
Operating characteristic (OC) curves,
331–332
Operations and supply chain
management (OSCM)
analytics exercise, 23
careers in, 14–16
definition and overview, 4–9
efficiency, effectiveness, and value,
10–13
ERP systems and, 266
forecasting in, 46–47
historical development of, 16–18
introduction, 2–3
Operations and supply chain strategy
activities, 32
case study, 42–43
competitive dimensions of, 28–30
definition and overview, 27–31
order winners and qualifiers, 31
productivity measurement and, 34–37
risk management and, 33–34
sustainability and, 25–27
trade-offs in, 30–31
Operations effectiveness, 27
Operations planning. See Sales and
operations planning
Opportunity flow diagrams, 309, 311e
Optimal order quantity, 361–363
Oracle, 150
Ordering costs, 353
Order qualifiers, 31
Order winners, 31
Organizational learning, 114
OSCM. See Operations and supply chain
management (OSCM)
Outsourcing, 99, 435–441
Ownership costs, 441–443
P
Panel consensus, 70
Pareto charts, 309, 310e
Pareto principle, 373–374
Partial productivity measure, 35
Patient arrival, 216
Payables period, 11
P-charts, 321–323
Peg record, 274