运作管理

内容简介

《运作管理(第8版)》由美国学者杰伊.海泽和巴里.伦德尔合著的，是一本美国的经典教材具有如下：1.从视野讲述企业运作管理各方面内容，将企业战略和商业伦理贯穿全书.体系合理.内容完整。2.制造业和服务业并重，不仅阐述了制造业的生产管理及其发展.而且对以餐厅、医院和大学为代表的服务业的运作管理进行了全面介绍.改变了一般运作管理教材偏重制造业生产管理的倾向。3.实用性强.从运作管理经理的工作实际出发，紧密结合运作管理的十个决策领域来组织全书的内容。4.案例及配套资源丰富.每章都给出一个世界的跨国公司作为引例.书中有丰富的运作管理实例和例题解答.并提供互联网资源.便于读者研究和练习。　　由于原著篇幅较大，改编者在保证原书体系结构不变的前提下.对原著做了适当删减.其中第17章和第4篇全部删除。想一览《运作管理(第8版)》全貌的读者.可以参考中国人民大学出版社出版的《运作管理》（第8版，翻译版）。　　改编版内容更加精炼.便于读者掌握运作管理的核心内容.适合用于国内高校“运营管理”课程的双语教学。

目录

前言
　　第1篇　运作管理导
　　第1章　运作和生产率
　　第2章　运作战略
　　第3章　项目管理
　　第4章　预测
　　
　　第2篇　运作设计
　　第5章　产品和服务的设计
　　第6章　质量管理
　　第7章　流程策略
　　第8章　选址策略
　　第9章　设备布置策略
　　第10章　人力资源和工作设计
　　
　　第3篇　运作管理
　　第11章　供应链管理
　　第12章　库存管理
　　第13章　综合计划
　　第14章　物料需求计划和企业资源计划
　　第15章　作业计划
　　第16章　准时制和精细生产系统

摘要与插图

We can divide location costs into two categories，tangible and intangible.Tangible costs are thosecosts that are readily identifiable and precisely measured.They include utilities，labor,material，taxes，depreciation，and other costs that the accounting department and management can identify.In addi-tion，such costs as transportation of raw materials，transportation of finished goods，and site constrnc.tion are all factored into the overall cost of a location.Government incentives.as we see in the OM JnAction box“How Big Incentives Won Alabama the Auto Industry”certainly affect a location’s cost.
　　Intangible costs are less easily quantified.They include quality of education，public transporta-tion facilities，community attitudes toward the industry and the company，and quality and attitude ofprospective employees.They also include quality.of-life variables，such as climate and sportsteams，that may influence personnel recruiting.Ethical lssues　Location decisions based on costs alone may create ethical situations such as theUnited Airlines case in Indianapolis（see the“Ethical Dilemma”box at the end of this chapter）.United accepted$320 million in incentives to open a facility in that location，only to renege adecade later，leaving residents and government holding the bag.
　　To what extent do companies owe long.term allegiance to a particular country or state or town ifthey are losing money-or if the firm can make greater profits elsewhere？Is it ethical for developedcountries t0 locate plants in undeveloped countries where sweatshops and child labor are commonlyused？Where low wages and poor working conditions are the norm？It has been said that the factoryof the future will be a large ship，capable of moving from port to port as costs in one port becomenoncompetitive
　　.Attitudes
　　Attitudes of national，state，and local governments toward private and intellectual property，zoning.pollution，and employment stability may be in flux.Governmental attitudes at the time a locationdecision is made may not be lasting ones.Moreover，management may find that these attitudes canbe influenced by their own leadership.
　　Worker attitudes may also differ from country to country，region to region，and small town to city.Worker views regarding turnover，unions，and absenteeism are all relevant factors.In turn，these atti.tudes can affect a company's decision whether to make offers to current workers if the firm relocatesto a new location.The case study at the end of this chapter.“Southern Recreational VehicleCompany,'’describes a St.Louis firm that actively chose not to relocate any of its workers when ilmoved to Mississippi.
　　One of the greatest challenges in a global operations decision is dealing with another country'sculture.Cultural variations in punctuality by employees and suppliers make a marked difference inproduction and delivery schedules.Bribery likewise creat