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Created through a "student-tested, faculty-approved" review process with input from more than 150 students and faculty, Collier/Evans' OM5 provides a streamlined introduction to the core concepts, techniques, and applications of contemporary operations management. This concise, engaging, and accessible text includes a full suite of integrated learning tools--including flashcards, cases, datasets, games, and quizzes--in a convenient and affordable package perfect for today's diverse learners. OM5 provides the latest examples featuring companies students will recognize from the news as well as videos for every chapter, case studies and end-of-chapter problems with exciting new material online. Five additional chapters online enable readers to delve further into the quantitative aspects of operations management.
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Table of Contents

1. Goods, Services, and Operations Management. Operations Management. OM in the Workplace. Understanding Goods and Services. Customer Benefit Packages. Processes. OM: A History of Change and Challenge. Current Challenges in OM. 2. Value Chains. The Concept of Value. Value Chain Paradigms and Perspectives. Value Chain Decisions. Offshoring. Value Chains in a Global Business Environment. Sustainable Value Chains. 3. Measuring Performance in Operations. Types of Performance Measures. Analytics in Operations Management. Designing Measurement Systems in Operations. Models of Organizational Performance. 4. Operations Strategy. Gaining Competitive Advantage. Understanding Customer Wants and Needs. Evaluating Goods and Services. Competitive Priorities. OM and Strategic Planning. A Framework for Operations Strategy. 5. Technology and Operations Management. Understanding Technology in Operations. Technology in Value Chains. Benefits and Challenges of Technology. Technology Decisions and Implementation. 6. Goods and Service Design. Designing Goods and Services. Customer-Focused Design. Designing Manufactured Goods. Service-Delivery System Design. Service-Encounter Design. 7. Process, Selection, Design, and Analysis. Process Choice Decisions. The Product-Process Matrix. The Service-Positioning Matrix. Process Design. Process Analysis and Improvement. Process Design and Resource Utilization. 8. Facility and Work Design. Facility Layout. Designing Product Layouts. Designing Process Layouts. Workplace Design. 9. Supply Chain Design. Understanding Supply Chains. Designing the Supply Chain. Sustainable Supply Chains. Measuring Supply Chain Performance. Location Decision in Value Chains. Other Issues in Supply Chain Management. 10. Capacity Management. Understanding Capacity. Capacity Measurement in Operations. Long-term Capacity Strategies. Short-term Capacity Management. Theory of Constraints. 11. Forecasting and Demand Planning. Forecasting and Demand Planning. Basic Concepts in Forecasting. Statistical Forecasting Models. Regression as a Forecasting Approach. Judgmental Forecasting. Forecasting in Practice. 12. Managing Inventories. Understanding Inventory. Inventory Characteristics. ABC Inventory Analysis. Managing Fixed-Quality Inventory Systems. Managing Fixed-Period Inventory Systems. Single-Period Inventory Model. 13. Resource Management. Resource Planning Framework for Goods and Services. Aggregate Planning Options. Strategies for Aggregate Planning. Disaggregation in Manufacturing. Capacity Requirements Planning. 14. Operations Scheduling and Sequencing. Understanding Scheduling and Sequencing. Scheduling Applications and Approaches. Sequencing. Applications of Sequencing Rules. Schedule Monitoring and Control. 15. Quality Management. Understanding Quality. Influential Leaders in Modern Quality Management. The GAP Model. ISO 9000:2000. Six Sigma. Cost-of-Quality Measurement. The "Seven QC Tools." Other Improvement Strategies. 16. Quality Control and SPC. Quality Control Systems. Statistical Process Control and Variation. Constructing Control Charts. Practical Issues in SPC Implementation. Process Capability. 17. Lean Operating Systems. Principles of Lean Operating Systems. Lean Tools and Approaches. Lean Six Sigma. Lean Manufacturing and Service Tours. Just-in-time Systems. 18. Project Management. The Scope of Project Management. Techniques for Planning, Scheduling and Controlling Projects. Time/Cost Trade-Offs. Uncertainty in Project Management.

About the Author

David A. Collier is the Alico Chair of Operations Management in the Lutgert College of Business at Florida Gulf Coast University. He holds a B.S. in Mechanical Engineering, an M.B.A. from the University of Kentucky, and a Ph.D. in Production and Operations Management from The Ohio State University. Dr. Collier has authored five books on service and operations management and is the recipient of numerous awards for outstanding journal articles. He has also written and published eight invited book chapters, has seen seven of his cases reprinted in major marketing and operations management textbooks, and has more than 80 referenced publications. A 2004 citation review found that more than 250 journal articles have referenced Dr. Collier's research. Dr. Collier served on the 1991 and 1992 Board of Examiners for the Malcolm Baldrige National Quality Award, and he has worked with organizations such as AT&T, J.P. Morgan Chase Bank, Child Health Corporation of America, Emery Worldwide, Motorola, John Glenn Institute at The Ohio State University, and the United States Postal Service. He served as faculty leader for a Six Sigma Black Belt Blended (Clicks and Bricks) Executive Program at the Fisher College of Business and has taught in the Executive M.B.A. program at the University of Warwick in England and several other international programs. His current research interest is sports analytics. James R. Evans is a professor in the Department of Operations, Business Analytics, and Information Systems in the Lindner College of Business at the University of Cincinnati. His served as president of the Decision Sciences Institute 1997-1998 and 11 years on the Board of Examiners and Panel of Judges for the Malcolm Baldrige National Quality Award. He has been editor of the Quality Management Journal, published by the American Society for Quality, and served on editorial boards of numerous other journals. Dr. Evans has published more than 90 refereed papers and more than 30 editions of books. During the annual Quality Congress in May 2004, the American Society for Quality presented Dr. Evans and co-author Bill Lindsay with the Philip B. Crosby Medal for writing THE MANAGEMENT AND CONTROL OF QUALITY, 6E. The Crosby medal was presented "for authoring a distinguished book contributing significantly to the extension of the philosophy and application of the principles, methods, and techniques of quality management."

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