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Operations Management, 1e
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Table of Contents

1 Introduction to Operations Management 1 2 Introduction to Processes 25 3 Process Analysis 40 4 Process Improvement 67 5 Process Analysis with Multiple Flow Units 103 6 Learning Curves 139 7 Process Interruptions 174 8 Lean Operations and the Toyota Production System 210 9 Quality and Statistical Process Control 250 10 Introduction to Inventory Management 292 11 Supply Chain Management 316 12 Inventory Management with Steady Demand 362 13 Inventory Management with Perishable Demand 389 14 Inventory Management with Frequent Orders 446 15 Forecasting 487 16 Service Systems with Patient Customers 528 17 Service Systems with Impatient Customers 571 18 Scheduling to Prioritize Demand 607 19 Project Management 644 20 New Product Development 681

About the Author

Professor Cachon is the Fred R. Sullivan Professor of Operations, Information, and Decisons at The Wharton School of the University of Pennsylvania, where he teaches a variety of undergraduate, MBA, executive, and Ph.D. courses in operations management. His research focuses on operations strategy, and in particular, on how operations are used to gain competitive advantage. His administrative responsibilities have included Chair of the Operations, Information and Decisions Department, Vice Dean of Strategic Initiatives for the Wharton School, and President of the Manufacturing and Service Operations Society. He has been named an INFORMS Fellow and a Distinguished Fellow of the Manufacturing and Service Operations Society. His articles have appeared in Harvard Business Review, Management Science, Marketing Science, Manufacturing & Service Operations Management, and Operations Research. He is the former editor-in-chief of Manufacturing & Service Operations Management, and Management Science. He has consulted with a wide range of companies, including 4R Systems, Ahold, Americold, Campbell Soup, Gulfstream Aerospace, IBM, Medtronic, and O'Neill. Before joining The Wharton School in July 2000, Professor Cachon was on the faculty at the Fuqua School of Business, Duke University. He received a Ph.D. from The Wharton School in 1995. He is an avid proponent of bicycle commuting (and other environmentally friendly modes of transportation). Along with his wife and four children he enjoys hiking, scuba diving and photography. Professor Terwiesch is the Andrew M. Heller Professor at the Wharton School of the University of Pennsylvania. He also is a professor in Wharton's Operations and Information Management Department as well as a Senior Fellow at the Leonard Davis Institute for Health Economics. His research on operations management, research and development, and innovation management appears in many of the leading academic journals, including Management Science, Operations Research, Marketing Science, and Organization Science. He has received numerous teaching awards for his courses in Wharton's MBA and executive education programs. Professor Terwiesch has researched with and consulted for various organizations, including a project on concurrent engineering for BMW, supply chain management for Intel and Medtronic, and product customization for Dell. Most of his current work relates to health care and innovation management. In the health care arena, some of Professor Terwiesch's recent projects include the analysis of capacity allocation for cardiac surgery procedures at the University of California-San Francisco and at Penn Medicine, the impact of emergency room crowding on hospital capacity and revenues (also at Penn Medicine), and the usage of intensive care beds in the Children's Hospital of Philadelphia. In the innovation area, recent projects include the management of the clinical development portfolio at Merck, the development of open innovation systems, and the design of patient-centered care processes in the Veterans Administration hospital system. Professor Terwiesch's latest book, Innovation Tournaments, outlines a novel, process-based approach to innovation management. The book was featured by BusinessWeek, the Financial Times, and the Sloan Management Review.

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