www.ebook3000.com THE ROUTLEDGE COMPANION TO PRODUCTION AND OPERATIONS MANAGEMENT This remarkable volume highlights the importance of Production and Operations Management (POM) as a field of study and research contributing to substantial business and social growth The editors emphasize how POM works with a range of systems—agriculture, disaster management, e-commerce, healthcare, hospitality, military systems, not-for-profit, retail, sports, sustainability, telecommunications, and transport—and how it contributes to the growth of each Martin K Starr and Sushil K Gupta gather an international team of experts to provide researchers and students with a panoramic vision of the field Divided into eight parts, the book presents the history of POM, and establishes the foundation upon which POM has been built while also revisiting and revitalizing topics that have long been essential It examines the significance of processes and projects to the fundamental growth of the POM field Critical emerging themes and new research are examined with open minds and this is followed by opportunities to interface with other business functions Finally, the next era is discussed in ways that combine practical skill with philosophy in its analysis of POM, including traditional and nontraditional applications, before concluding with the editors’ thoughts on the future of the discipline Students of POM will find this a comprehensive, definitive resource on the state of the discipline and its future directions Martin K Starr is Distinguished Professor of Production and Operations Management Emeritus at Rollins College, and Emeritus Senior Professor of Operations Research, Management Science, and Operations Management at Columbia University, both in the USA He is a past president of the Production and Operations Management Society (POMS) and the Institute for Operations Research and the Management Sciences (INFORMS) He is Director of Strategic Planning for POMS Sushil K Gupta is Professor in the College of Business at Florida International University, USA, and an honorary professor at Universidad Ricardo Palma, Peru He is one of the founding members and a past president of the Production and Operations Management Society (POMS) and serves on the advisory board of the Production and Operations Management journal He is the Executive Director of POMS “This Companion is a masterpiece By bringing together works of scholars from across the globe, Starr and Gupta have created a companion that reflects on POM achievements to date as well as exploration of its future I have no doubt this text will prove an essential reference source for the whole POM community.” Andy Neely, University of Cambridge, UK “These gifted editors have made a major contribution to the POM field, producing an innovative volume which will have a lasting effect on the profession of POM, practicing managers, and their academic thought leaders The Companion is superbly balanced in its presentation of theory and practice The breadth of coverage of this profession and its practices is remarkable and truly a first of its kind Well done!” Wickham Skinner, Harvard University, USA “This book provides comprehensive coverage of the vast domain of POM, the discipline that forms the core of the global economy The roster of contributors is made up of major POM thought leaders This book ought to be read by everyone interested in POM and its kindred organizational functions.” Kalyan Singhal, University of Baltimore, USA “A ground breaking presentation of the state of the art of Production and Operations Management, showing its relevance and application in a wide range of diverse areas We see an outstanding set of international contributors who are leaders in this emerging field This volume will be essential reading for both practitioners and academics.” John Buzacott, York University, Canada “A timely and much needed compendium outlining the current state of POM literature, showing the paths for future practice and research This is a comprehensive coverage of real-world POM practices and relevant technological advancements; a unique source of knowledge serving the needs of academics, early-career researchers, and practitioners alike.” Norma Harrison, Macquarie University, Australia www.ebook3000.com THE ROUTLEDGE COMPANION TO PRODUCTION AND OPERATIONS MANAGEMENT Edited by Martin K Starr and Sushil K Gupta First published 2017 by Routledge 711 Third Avenue, New York, NY 10017 and by Routledge Park Square, Milton Park, Abingdon, Oxon OX14 4RN Routledge is an imprint of the Taylor & Francis Group, an informa business © 2017 Taylor & Francis The right of Martin K Starr and Sushil K Gupta to be identified as authors of the editorial material, and of the authors for their individual chapters, has been asserted in accordance with sections 77 and 78 of the Copyright, Designs and Patents Act 1988 All rights reserved No part of this book may be reprinted or reproduced or utilised in any form or by any electronic, mechanical, or other means, now known or hereafter invented, including photocopying and recording, or in any information storage or retrieval system, without permission in writing from the publishers Trademark notice: Product or corporate names may be trademarks or registered trademarks, and are used only for identification and explanation without intent to infringe Library of Congress Cataloging-in-Publication Data Names: Starr, Martin K (Martin Kenneth), 1927– editor | Gupta, Sushil (Business scholar), editor Title: The Routledge companion to production and operations management / [edited by] Martin K Starr, Sushil K Gupta Other titles: Companion to production and operations management Description: New York : Routledge, 2017 | Includes bibliographical references Identifiers: LCCN 2016039738 | ISBN 9781138919594 (hbk) | ISBN 9781315687803 (ebk) | ISBN 9781317419242 (web PDF) | ISBN 9781317419235 (ePub) | ISBN 9781317419228 (mobi/Kindle) Subjects: LCSH: Production management | Operations research | Industrial management Classification: LCC TS155 R6395 2017 | DDC 658.5—dc23 LC record available at https://lccn.loc.gov/2016039738 ISBN: 978-1-138-91959-4 (hbk) ISBN: 978-1-315-68780-3 (ebk) Typeset in Bembo by CoVantage, LLC www.ebook3000.com We dedicate The Routledge Companion to Production and Operations Management to those POM researchers and professionals, from all over the globe, who are engaged in cutting edge research, disseminating knowledge, and improving organizational excellence Their endeavors go a long way in making substantial contributions to improve the quality of life, to create a safer world to live in, and to sustain a healthy and beneficial environment for future generations www.ebook3000.com CONTENTS About the Editors Notes on Contributors Foreword Preface xxxii xxxv liii liv PART I The Remarkable History of POM 1 Evolution of the POM Discipline Martin K Starr, Sushil K Gupta, and Christopher Tang Introduction to Evolving POM The Value of Historical Perspective for POM First POM Milestone—The Division of Labor 3.1 The Holistic Production System of Volvo (Opposite to Division of Labor) 3.2 Division of Labor Applied to Services Second POM Milestone—Interchangeable Parts (IP) and the Science of Tolerance Ranges Third POM Milestone—Statistical Quality Control (SQC) and Standardization 5.1 Standardized Parts and Operations Four Industrial Revolutions—IR 1.0, IR 2.0, IR 3.0, and IR 4.0 10 6.1 The First Industrial Revolution (IR 1.0), 1776 to 1840 10 6.2 The Second Industrial Revolution (IR 2.0), 1840 to 1914 11 6.3 The Third Industrial Revolution (IR 3.0), 1914 to 1999 12 6.4 Industry 4.0: The Fourth Industrial Revolution (IR 4.0), 1999 and beyond 13 Global Forces Acting on POM 15 Global Competition: The Japanese Effect 15 vii Contents Outsourcing to China 16 10 Sustainability—Social Responsibility—Crisis Management 18 11 What is Next?—Industry 4.0 19 11.1 Global Trade Processes 19 11.2 Sharing Economy 20 11.3 Data Analytics/Robotics—Phenomenon-Driven Research 20 12 Conclusions 20 References and Bibliography 21 Global Supply Chain Management Henrique L Correa Introduction 24 Technological Evolution 24 Today’s Competition: Between Supply Chains, Not Companies 25 Historical Evolution of Supply Chain Management 25 4.1 First Phase: The Operation Management Scope Is the Production Unit—“One Best Way” 25 4.2 Second Phase: The Operations Management Scope Crosses Borders Between Functions 26 4.3 Third Phase: The Operations Management Scope Crosses Borders Between Organizations—Supply Chains 26 4.4 Fourth Phase: The Operations Management Scope Crosses National Borders—Global Supply Chains 27 4.5 Fifth Phase: The Operations Management Scope Crosses the Borders of Organizations’ Global Objectives—The Triple Bottom Line 27 Everyone Wins With Good Supply Chain Management 27 Supply Chain Management: Some Essential Concepts 28 6.1 The Strategic “Make or Buy” Decision 28 6.1.1 Transaction Cost Economics 29 6.1.2 Resource-Based View of Strategy 30 6.1.3 A Framework for the Strategic “Make or Buy” Decision 30 6.2 Supply Chain Segmentation 31 6.2.1 What Is the Right Supply Chain for Your Product? 32 6.2.2 Aligning Competences in Supply Chains 34 6.2.3 Avoiding Incentive Misalignment Among the Constellation of Partners in Supply Chains 34 6.3 The Bullwhip Effect: Caused by Lack of Communication and Coordination Between Partners in Supply Chains 35 6.4 Risk Assessment in Supply Chains 38 Conclusion and Directions for Future Research 40 References and Bibliography 40 viii www.ebook3000.com 24 Contents PART II Core POM Functions 43 Forecasting: State-of-the-Art in Research and Practice 45 Nada R Sanders Introduction to Forecasting in POM 45 1.1 Forecasting Versus Planning 45 1.2 Demand Management 46 1.3 Impact on Costs 47 The Forecasting Process 47 2.1 Steps in the Forecasting Process 47 2.2 Factors in Method Selection 49 Forecasting Methodologies 50 3.1 Categorization of Forecasting Methods 50 3.1.1 Judgmental Forecasting Methods 51 3.1.2 Statistical Forecasting Methods 52 3.2 Combining Forecasting Methods 52 3.2.1 Combining Judgmental and Statistical Methods 53 3.2.2 The Role of Domain Knowledge and Contextual Information 55 The Future of Forecasting 55 4.1 Information Access 56 4.2 Big Data Analytics 56 4.3 Information Sharing 57 Relevance for Managers 57 Research Opportunities 58 Conclusion 59 References and Bibliography 59 Aggregate Production Planning Lee Krajewski Introduction 63 1.1 The Importance of Aggregate Production Planning 63 1.2 Dimensions of Aggregation 63 1.2.1 Products 64 1.2.2 Workforce 64 1.2.3 Time 64 1.3 Information Inputs 64 1.4 Decision Variables and Supply Options 65 Historical Perspective of Aggregate Production Planning Research 66 2.1 Linear Decision Rules 66 2.1.1 Regular Time Wages 66 2.1.2 Overtime Wages 67 2.1.3 Hiring and Firing Costs 67 ix 63 Index fleet sizing and deployment 557, 561–562, 564–565, 568, 572–573 flexibility 16, 19, 26, 32, 73, 112, 143, 173–177, 180, 184, 199, 208, 224, 239, 244, 246, 262–263, 266, 310, 319, 338, 368–369, 403, 417, 430, 473, 477, 492, 518, 528, 556, 558, 560–561, 567, 621, 650, 652–653, 665 flexible manufacturing systems (FMS) 15–16, 180, 630, 652 flexible technologies 180, 198 flow: patterns 149, 150; process chart 149–151 Flow Accounting 242 follow the leader heuristic 331, 333 Ford, Henry 6–8, 25, 128, 170, 179 forecast: combining 52–55; errors 47, 52–53, 57–58 forecasting 4, 17, 20, 34, 37, 58–59, 65, 69, 73, 76, 78, 93, 220, 283, 287, 329, 332–333, 336, 374, 378–379, 382, 387, 413, 416, 419, 443, 448, 456, 479, 505, 512, 518, 546, 580–582, 586, 589–590, 642, 656, 676, 681; causal 50, 73; data-rich 378–379; future of 55–57; impact on costs 47; introduction to 45–47; judgmental 51, 53–55; methodologies 50–55; process of 47–50; quantitative 50, 52–53, 55; rule-based 54–55; statistical 45, 50–55; time series 52, 55; versus planning 45–46 formal planning 470, 472–475, 493 forward supply chains 281–282 foundation support 511 franchising 417–419 Freight on Board (FOB) Price 620–621 frequency histograms 136, 138 functional products 32–33, 279, 667 fundamental planning tool 470 Fundamental Theorem of Asset Pricing 363 fundraising 511–514, 516, 520–522 future projections: disaster management 551–552; military 502–504; quality management 143–144; sports operations management 456–460 future research 40, 670–672; aggregate production planning 77; content delivery network (CDN) 534; data analytics 305; facilities design and planning 166–167; global research and practice trends 630; global supply chain management 40; healthcare 303–304, 440; healthcare operations 538; hospitality 421–423; HR and POM 407–408; human behavior in operations 339–340; increased 3BL performance 672; increased complexity 671–672; increased volatility 670–671; inventory management 122–123; lean operations management 244–247; lean production 247; logistics clusters 322–323; management accounting and OM 358; mobile technology 295–296; network infrastructure 531; not-for-profit operations management 521–522; OM and cloud computing 535–536; POM for disaster management 555–556; POM and finance 370; POM and Marketing 387; POM and military 505; POM and retailing 588–591; POM and transport and logistics 572–574; process capabilities and leveraging advances 206–208; project design and management 224–226; recommender systems 292–293; scheduling in manufacturing and services 97–98; smart cities 300–301; sustainable operations 287–288; telecommunications and OM 539; telecommunications in operations 537 future trend 663, 665–669 game theory (GT) 205, 376, 499–500, 503–504, 531, 554, 583, 670–671 Gantt chart 95, 223 Genchi Gembutsu 238 General Motors (GM) 15, 200, 331–332 generalized second-pricing (GSP) 298 geographic implications 396–397 geographical expansion 686–687 gilded age 657 global competition 15–16, 107, 123, 319 global distribution 17, 19, 622 Global Entrepreneurship Monitor (GEM) 255 global forces 15 global manufacturing strategy 16–17, 181–183, 614, 660 global objectives 27 global procurement 617–620 global sourcing 16, 611, 614, 616–618, 665; complex cycles of 615–616 global supply chains 17–19, 27, 34–35, 38, 40, 127, 181, 311, 319, 322, 395, 615, 621–622, 630, 663–665, 669–672, 687; effective operations 623–629 global trade 10, 319, 322, 579, 615–616, 623, 648; and historical developments 611–612; modern 612–613; new 613–614; processes 19 globalization 38, 122, 169, 185, 319–321, 398, 679 goal programming (GP) 70–71, 74–75, 122 goal setting theory 334 Goal, The (Goldratt and Cox) 244 goals 34, 65, 71, 75–76, 169–171, 173, 175–177, 179–180, 182, 207, 217, 219–220, 222–224, 263, 312, 326, 333–334, 362, 393, 395–397, 402, 427, 453, 460, 468–469, 472, 476–477, 518, 551, 557–558, 561, 623, 659, 668, 670, 679, 683 Goldratt, Eliyahu 203, 244 Google 165, 200, 294, 297, 299, 504, 659 Gosset, William Sealy 8, 128–129, 135 governance 218, 299, 668, 672 government 24, 27, 160, 216, 244, 248, 257, 302–303, 309, 311–312, 319–322, 419, 427, 430, 432, 510–512, 519, 522, 536, 538, 548, 614, 664–665, 668, 672, 677, 679, 686, 689; support 512 Great Leader Strategies 603–604, 606 green consumers 279–280 698 www.ebook3000.com Index green products 277–282, 285, 287 greenfield: versus brownfield 199–200 Greening 280–281 Gross Margin Return on Investment (GMROI) 621 Gross Merchandise Volume (GMV) 632 Gross Value Added (GVA) 450, 459 group: influences 333–334; social dynamics 399 group-technology layout 152 Guide to the Project Management Body of Knowledge (PMBOK) (PMI) 215, 217 guilds 5, 128, 689 Hamilton, Alexander 647 happiness 647–649 hassles: eliminating 604–605 Hayes and Wheelwright framework 171–172 Health Information Exchange (HIE) 302–303, 537–538 healthcare 4, 6, 11, 14–15, 20, 45–46, 82–83, 92, 94, 162, 198, 202, 239, 241, 264, 266, 269, 291, 302–305, 358, 403, 414, 427–440, 443, 453, 460, 511, 527, 537–538, 602, 614, 659, 676, 679–680, 688; existing research in 302–303; future research 303–304; and information technology 302; and online communities 303 hedging 361, 366–369, 529 Heijunka 235 Hershey’s 200 heuristic algorithm 85–86, 566 heuristic rules 573–574 heuristics 69–70, 75, 86, 94, 216, 258, 297, 330, 331, 332–333, 335, 469, 472, 475–478, 480, 485, 492–493, 528, 532–533, 554–555, 564, 566, 585 Hierarchical Production Planning (HPP) 74 high-end warfare 503 high-inventory turnover (HIT) retailers 586 high-speed delivery 163 hiring and firing costs 66–68 historical developments 611–612 historical evolution of SCM 25–27 historical perspective: aggregate production planning 66–71; retail operations 580–586; value of 4–5 history of QM development 128–131 holistic production system (HPS) Holt-Modigliani-Muth-Simon (HMMS) Model 66, 68–69, 360 homeland security 303, 538–539 horizontal collaboration 312, 322 Hoshin Kanri 238 hospitality industry 4, 82, 255, 267, 379, 413, 415–417, 422–423, 601, 604, 606, 676–677, 679, 689; essence of 414; lean thinking and sustainable operations 420; management of 418–419; and management titles 602; and new media 420–421; product and service innovation 414 House of Quality 133–134 How to Operate QC Circle Activities (Ishikawa) 130 hub-and-spoke structure 562, 563, 564 Hulu 296 Human Capital Analytics (HCA) 394 human capital research 394 Human Capital Resources (HCR) 392–393 Human Resources (HR) 79, 164, 215, 218, 221, 392–408, 448, 521, 562, 650, 676; and POM 393–400; and talent 404–407 Human Resources Management (HRM) 173, 179, 240, 392–393, 398–399, 405–408; best practices 395–397; current trends 394–395 humanitarian operations 382, 536–537, 539, 553 Hungarian Method 87 hybrid layout 152 IBM 7, 20, 56, 299, 385, 656 ICT-driven opportunities 572, 574 idiosyncratic risk 363–364 implementation 468, 476–481, 486–487, 489, 492–493 in-store technologies 589–590 incandescent bulbs incentive compatibility (IC) constraint 347 incentive misalignment 34–35 incentives 16–18, 26, 35, 46, 58, 185, 200, 202–203, 206, 208–209, 221, 226, 279, 285–286, 301, 303, 314, 321–322, 345–354, 358, 366, 369, 415–416, 429, 516, 519, 529, 582, 584, 639, 666–667, 671 incremental discount 106, 116 individual producer responsibility (IPR) 286 individual rationality (IR) constraint 347 individual support 511 industrial capitalism 657 industrial clusters 310–312, 316, 322 Industrial Revolutions 4, 10–15, 19, 497–498, 648, 659; First (IR 1.0) 4, 10–11; Second (IR 2.0) 4, 11–12; Third (IR 3.0) 4, 12–13, 15, 17, 20–21, 659; Fourth (IR 4.0) 4, 12–15, 18–19 industrial-type transport 560–561 Industry 4.0 12–14, 19–20, 174, 685, 687 industry landscape 633–634 infinitesimal perturbation analysis (IPA) 652 influences: social 333–334, 670 informal planning 470–472 information: access 45, 55–56, 218; asymmetry 28, 219, 285–286, 296, 365, 586, 670; contextual 55; inputs 63–65; sharing 57–58, 108, 205, 294, 313–314, 335, 345, 399–400, 582, 637, 640, 642, 659, 666 Information Age 4, 676 Information Systems (IS) 218, 223, 399–400, 531, 537, 665, 681, 685 699 Index information technology 17, 20, 64, 77, 197–200, 203–204, 208–209, 258, 264, 268, 317–318, 358, 395, 511, 536, 574, 681; and healthcare 302; role of 180 information technology-worker system 203–204, 206–207, 209 InnoCentive 205 innovation 32, 45, 51, 172, 174–175, 197, 199, 210, 214, 218, 220, 224, 235, 239, 241, 244, 247, 263–264, 266–267, 271, 277, 279, 310–312, 316–317, 322, 355, 382, 387, 393–396, 399, 403, 414–415, 419, 452, 459, 497, 504, 579, 590, 617, 623, 628, 632, 634–641, 644, 647–648, 650–651, 658, 660, 678, 685; in green product design 280; management 217; operational 255–257, 264–271, 650, 658, 660; product 45, 175, 414; service 264, 414; technological 51, 218, 647–648, 650, 658, 660 innovative products 32–34, 279, 667 Input-Process-Output (IPO) 330, 331, 362 Institute of Management Sciences, The (TIMS) 13 institutional theory (InsT) 670–672 integer programming 89, 93–94, 528, 532, 535, 563, 565, 573 integration 26–27, 29, 52–54, 173–174, 176, 178, 180, 183, 197–198, 200, 215, 223, 263–264, 266, 269, 375–379, 381, 387, 393, 395, 399, 428, 502, 573, 579, 587, 633, 639, 663, 666–667, 680–681, 683, 686 integrative model 176–177 Intel 31, 385 inter-cluster innovation transfer 316–317 interchangeable parts (IP) 7–8, 497 interconnection 174, 527–528, 531 interdisciplinary research 684–685 interdisciplinary teaching 680, 683 interface 15, 74, 95, 96, 169, 256–258, 268, 270, 303, 338, 340, 346, 358, 374, 375, 376–381, 383–387, 398, 414, 530, 536, 570–571, 579–580, 619–620, 628, 650, 655–657, 671 intermediate product quality 353–354 intermediate targets 475, 477–479 Internal HR Consultants (INCs) 395–396, 405, 407 internal knowledge 197, 205, 209–210, 312; leveraging 206–207; managing 200–204 internal manager-clients (IMCs) 395–396, 405, 407 International Disaster Database (EM-DAT) 545, 548 International Electrotechnical Commission (IEC) 10 International Maritime Organization (IMO) 571 International Motor Vehicle Program (IMVP) 235, 241 International Paralympic Committee (IPC) 453 International Society for Inventory Research (ISIR) 121, 123 international trade 182, 319–322, 611–612 internationalization theory (IT) 669, 671–672 Internet of Things (IoT) 19, 161–162, 174, 181, 185, 247, 530, 574, 657, 659, 686, 689 intra-/inter-firm issues 378–381 intra-cluster collaboration 312–314 Introduction to Operations Research (Churchman et al.) 13 intrusion detection system (IDS) 530–531 inventory 13, 15–17, 25, 32, 34–37, 45–48, 51, 53, 56–58, 64–71, 73, 75–76, 101–123, 141, 160, 164, 235, 239, 242, 244, 256, 258, 262–263, 267, 293–294, 301, 312, 314, 329, 332–333, 352, 356, 360–362, 365, 367, 374–380, 383–384, 386, 416, 451, 467, 497, 502, 518, 520, 522, 528, 546, 558, 562, 565–568, 579–592, 602, 621–622, 632, 634–635, 637, 641–642, 650–656, 658–659, 666, 676, 681; and backorder costs 66–68; functions 102; policy 36–37, 101, 103–104, 106–107, 109–111, 114–115, 123; problem formulation 103–106; research 101, 105–111, 121, 123; routing problem 562, 565–566; volatility 376–377 inventory management 45, 70, 101–103, 106–111, 120–123, 256, 329, 332–333, 375–378, 384, 467, 546, 558, 565–566, 579–582, 590–592, 622, 655–656, 658, 676; scientific 110–111, 120–122; and supply process 518–520 inventory models 13, 101, 103–107, 109, 114, 121–123, 360, 518, 651, 658; with quantity discounts 116–117; taxonomy of 105; types of 111–120 invisible hand IR 1.0 (First Industrial Revolution) 4, 10–11 IR 2.0 (Second Industrial Revolution) 4, 11–12 IR 3.0 (Third Industrial Revolution) 4, 12–13, 15, 17, 20–21, 659 IR 4.0 (Fourth Industrial Revolution) 4, 12–15, 18–19 Iron Age Ishikawa diagram (cause & effect) 130, 136, 137 Ishikawa, Kaoru 8, 128, 130, 238, 497 ISO 9001 2015 125, 132–133 iteration 90, 183, 217, 222, 226, 244, 338 Japanese effect 13, 15–16 Japanese Operations Management and Strategy Association ( JOMSA) 689 Japanese Production Management (JPM) 126 Japanese Union of Scientists and Engineers (JUSE) 130 Jidoka 235 job scheduling 297, 534–535 job shop: scheduling 71, 82, 86–91, 96, 219 jobless future 653 jobs 5–6, 14, 55, 73, 83–90, 95, 97, 169, 255, 311, 317–318, 402, 404, 413, 533–535, 605, 613, 647–648, 654, 657–658, 660, 677, 680, 682 700 www.ebook3000.com Index joint capability planning 379–380, 387 judgmental forecasting 50–51, 53–55 Juran, Joseph M 8, 128–130, 238, 497 Juran on Leadership for Quality (Juran) 130 just-in-time (JIT) 101–102, 107–108, 114, 128, 173, 235, 239–240, 246, 294, 314, 559, 654, 657–658 Just-in-Time for Today and Tomorrow (Ohno) 130 just-world bias 337 kaizen 21, 141, 235–236, 238, 680 kanban 16, 141, 166, 235, 650, 652, 654 Kauffman Foundation 255 key performance indicators (KPIs) 336, 458–459, 561, 572–573 kirana stores 579 kitting 314–315 Kiva robots 14 knowledge: consumer 383–385; development and transfer 200–203, 205–206, 208–209; domain 55; external 204–206, 207–208; internal 200–207; management 145, 221, 223, 397, 407–408; outsourcing 205–206, 208–209, 685; process 200–202; product 200–202; proprietary 198–199, 203, 205; workers 200, 206 labor: division of 5–7, 10–11, 14, 20; sharing 313; versus capital 657–658 labor-intensive manufacturing 14, 613, 624–625, 626, 627–630 laissez-faire capitalism 653 Landed Duty Paid (LDP) 621 large-scale migration 613 large-scale surveys 183–184 law enforcement 300 Law of Pragnanz 337 lead time 38, 48, 75, 77, 101, 106, 111, 117–120, 123, 127, 158, 161, 234, 239, 242–244, 276, 295, 314, 317–318, 536, 583, 586, 591, 637, 641, 656; quotation 656 Leadership in Energy and Environmental Design (LEED) 165 leading hand (Gemba-cho) 130 Lean 107, 120, 131, 141–142, 223, 234–236, 239–248, 256, 258, 385–386, 546, 581, 659, 668, 676 Lean Accounting 242 Lean Production 128, 130, 173, 234, 399, 504; contemporary and future research 244–247; emergence of 235–239; evolution of research 239–244; in hospitality 420 Lean Six Sigma (LSS) 131, 141–142, 243, 246 Lean Thinking (Womack and Jones) 239–240 learning 16, 30, 70, 72, 126, 143, 145, 162, 200–201, 220–221, 226, 238, 278, 304, 310, 338–339, 346, 351, 393, 395, 397, 403–404, 407–408, 414, 448, 456, 469–470, 477, 482, 484–485, 492–493, 530, 536–537, 574, 583, 588–589, 605, 617, 685–686; experiential 680, 683–684; online 680, 682–683; organizational 145, 338, 397, 407–408; and teaching 679–684 legislation: environmental 277–278, 284–287 Less-Than-Truckload (LTL) freight 639–640 Let’s Talk Quality (Crosby) 131 leverage 58, 144, 199, 201–202, 204, 207, 209–210, 218, 265, 267–268, 271, 330, 339, 366–368, 404, 407, 629 life-cycle assessment 284–285 limits of control see control Linear Decision Rules (LDR) 66–71, 74, 505 Linear Programming (LP) 68–71, 84, 89, 91–94, 349–350, 363, 500, 528, 564–565 liner-type transport 560–561 liquidity 360–362, 369, 591 List Scheduling (LS) 88 location determination of users 295 logistics 13, 15, 17, 31, 38, 76, 78, 128, 157, 182, 266, 287–288, 309–323, 369, 405, 455, 498, 502–503, 511, 518, 520, 537, 546, 553, 556–558, 561–574, 579, 592, 612, 614, 616, 618, 620, 632–633, 635, 637, 639–641, 648, 650–651, 655, 667–668, 676, 688; and materials handling 160–164; reverse 78, 185, 375–378, 380–381, 387, 651, 668; warehouse 590 logistics clusters 309–312, 313–323, 676; decline of 319–320; development of 312, 321; future of 318–320; growth of 319; industrial 310–311; map 310 logistics clusters benefits: innovation 316–317; intra-cluster collaboration 312–314; jobs 317–318; value-added services 314–316 Longest Processing Time (LPT) 88–89 loss aversion 330–331 lost sales 103, 106, 114, 122, 332 low-cost intelligent robotics (LCIR) 264, 266–268, 271 low-inventory turnover (LIT) retailers 586 LPT (Longest Processing Time) 88–89 lumpy demand 38, 58 Machine That Changed the World, The (Womack et al.) 234, 238, 241, 420 McKay stitching machine 11 McKinsey & Company 77, 169 make or buy decision 28–31, 380, 670 maker movement 649, 659 makespan 86, 88–92, 97 Malcolm Baldridge National Quality Award 129, 132, 143 management 601–602; capacity 416; of donative funds 511–512, 514, 520; knowledge 145, 221, 223, 397, 407–408; mechanics 655; portfolio 203, 206, 217–218, 224, 522; process 126, 395, 601, 680; revenue 198, 336, 416–417, 421, 511, 701 Index 514–515, 522, 579–580, 677; risk 38–39, 57–58, 127, 142, 216, 219–221, 223, 226, 257, 366, 369, 385, 419–420, 492, 665, 668, 686; scientific inventory 110–111, 120–122; speed 562, 567; strategic 170, 172, 184, 393; strategic human resources 392–393, 400–403, 408; tactical 468–475, 478, 480, 484, 489, 492–493; titles 602; total quality 125–126, 130, 142, 235, 238–240, 243; workforce 516, 579–580, 586–587, 589, 592; yield 255, 257, 262, 265, 268, 270, 416–417, 453, 459, see also supply chain management (SCM) Management Coefficients Model (MCM) 69–70 management science 215, 497, 500, 553, 650 manufacturing 4–6, 8, 10–12, 14–19, 26, 47, 63, 65, 68, 73–75, 77–79, 82–84, 97, 107, 126, 131, 144, 147, 152–153, 161, 166, 169–185, 197–201, 203, 208–209, 234–236, 239, 241–245, 247–248, 255, 257–258, 262–264, 266, 276–277, 279, 281–287, 311, 314, 317, 320, 351, 356, 358, 397, 404–405, 414, 514, 528, 558–559, 592, 601, 612–614, 616–622, 624–625, 627–628, 630, 647–660, 667, 676–678, 680–682, 686, 688–689; capabilities 171, 175–177, 201, 263, 628; capital-intensive 624–625, 626, 627–628, 629, 630; contract 613; decisions 177–179, 618; energy and resource efficient 164–165; environmental impact 614–615; future of 659–660; importance of 647; improvement programs 178–179; labor-intensive 624–625, 626, 627–630; modern 649; networks 16, 182–183; process characteristics 624–629; robotized 660; scheduling in 86–92; smart 174; strategic role of 170–171; technology 19, 176, 179–181, 185, 197–201, 647, 659 manufacturing operations 17, 178, 182–183, 242, 266, 276, 287, 625, 649, 659, 681; strategic goals 175–177; strategic role 170–171 manufacturing paradigm 172–174; most relevant 173–174; versus strategic choices 174 Manufacturing and Service Operations Management Society (MSOM) 689 manufacturing strategy 15–16, 169–185, 678; configurations 177; content 171–172, 178; how to research 183–184; infrastructural decisions 177–179; key concepts 171–172; new challenges for 184–185; process 171–172; structural decisions 177–179; and technological evolution 179–181 Manufacturing––missing link in corporate strategy (Skinner) 170 markdowns: clearance 583–584 market: financial 362–367; perfect 360–361; secondary 281–282; segments 26, 265, 279–281, 284, 376–377, 387, 616 marketing: capabilities 386; interface 378–381, 383–386 Marx, Karl 657 mass customization 161, 173–174, 198, 248, 314, 630 Mass Flourishing (Phelps) 648 mass production 8, 11–12, 25–26, 128, 161, 170, 179, 235, 239, 242, 244, 248 master production schedule (MPS) 73–74 material requirements plan (MRP) 73–74, 180 materials handling 155–157, 160, 163, 166; and logistics 160–164; principles of 157 materials handling devices (MHDs) 158, 159; automated 156–157; types of 155 maximum lateness 89–90 media: new 420, 421 merchandising 198, 283, 315, 581, 587–592, 622, 632–633 merchant capitalism 657 metaheuristics 86, 566, 573 methodology: and models 684–685 micro-level process integration 378–379 migration: large-scale 613 milestones 4–10, 12, 15, 92, 478–479, 487–489 military 4–5, 13–14, 123, 215, 497–505, 676, 687–688; operations management 497–498, 500–501; past history 498–501; present situation 501–502 Military Operations Research Society (MORS) 500 min-max 84, 86 min-sum 84, 86 mobile apps 296–298, 421 mobile computing 161 mobile network service 291, 296 mobile phones 17, 291, 295–296, 298, 382 mobile platform 294–296, 615 mobile technology 295–296 mobility: upward 317–318, 318, 322 modeling: and research 684–686 models: and methodology 684–685 Modern Production Management (Buffa) 13 modularity 8, 17, 222, 287, 528 Moneyball (Lewis) 456, 458 monitoring 56, 135, 144, 181, 198, 214, 218, 278, 304, 362, 421, 468, 472, 482–486, 488–489, 491–493, 513, 538–539, 550, 657–658, 689; factors 482–483; methods 483–484; network 485; process 468, 482, 484–485, 493 muda, mura, muri 235 multi-agents 349, 655 multi-channel retailing 374–378, 387 multi-period capacity and flow application (MPCFA) 528 multi-tasking 348, 350, 352 NAFTA 19 nanostores 579, 590 natural resources 18, 164, 276, 665 702 www.ebook3000.com Index Nature of Technology, The (Arthur) 649 nearshoring 183, 185 Netflix 293–294, 296 netwar 503 network: infrastructure 527–531, 539; operations 531–536, 539; risk management 530–531 network design 164, 270, 282–283, 287, 433, 527–529, 531, 561–564, 566–568, 570, 573; and flexibility 654, 656; security 530–531, 539 new challenges for manufacturing strategy 184–185 new digital technologies 264–266 new emerging economy 660 new media 420–421 new product development (NPD) 16, 78, 200–203, 205–207, 209, 278, 381–382, 399–400, 448; and process capabilities 197–198 new product introduction 63, 73, 198, 284–285 new service economy 677–679 new technologies 46, 166, 174, 176, 181, 185, 266, 278, 379, 421, 519, 527, 602, 628, 667, 683, 685, 687; digital 264–266 New United Motor Manufacturing, Inc (NUMMI) 15, 236 news vendor model 360, 362–368 NGO 27, 510, 664, 668, 670, 672, 688 9/11 608 no-show 94–95 non-competing firms 205–206, 208 non-state actors 503–504 non-stationary demand 655–656 normative research: versus descriptive research 467–468 not-for-profit operations 244, 510–522, 687, 689 NP-Hard 84–85, 87–90, 93, 97, 216, 297, 527–528, 532, 534, 566, 573 NUMMI (New United Motor Manufacturing, Inc.) 15, 236 objective function 70–71, 83–85, 87, 97, 112, 270, 431, 567, 656, 687–689; and constraints 572–573; and rules 67–68 observe, orient, decide, act (OODA) loop 503–504 Occupational Safety and Health Administration (OSHA) 166 Ohno, Taiichi 8, 128, 130, 141, 235, 242, 497, 654 Omni Channel businesses 615, 686 omnichannel retailing 579, 586–588 online advertising 296–298 online communities 303–304, 421 online education 536 online retailing 270, 293, 376, 387, 583, 587–592, 633, 635, 637, 642 online teaching and learning 680, 682–683 Online to Offline (O2O) 615 online travel agents (OTAs) 417, 420–421 Open Book Costing 620 Operating Guidelines 604–605 operational constraints 255–258, 262, 264–265, 267, 270–271 operational decisions 74, 107, 218, 256–258, 263, 265, 270, 314, 332, 360, 369–370, 376, 428, 555, 570, 572–573, 655; and financial asset prices 368; and financial markets 362–367; and financing needs 361–362 Operational Excellence (OE) 131, 234, 239, 244–248, 603 operational innovations (OIs) 255–257, 264–271, 650, 658, 660 operational processes 328, 333, 339, 415 Operational Research Society 13 operations 400–401, 403, 421, 422–423; and cost measurement systems 354–357; cost of 417–418; empirical results in 368–369; optimization of 346–354; planning 72–74; practices 399; Research Society of America (ORSA) 13; strategy 16, 26, 45, 63–64, 73, 77, 183, 452, 454, 459, 677–679, 683; and telecommunications 536–539 Operations Management, Entrepreneurship, and Value Creation (Kickul et al.) 257 operations management (OM) 3, 13, 19, 26–27, 68, 75, 126, 128, 130, 142, 166, 197, 205, 215, 239, 242–247, 255–258, 262, 264, 271, 291, 304, 326–327, 329, 332, 340, 345–346, 348–354, 356–358, 361, 367, 374, 379, 392, 399, 404–405, 413–414, 421, 429, 443, 448, 450–452, 455–456, 458–460, 502, 510–512, 519–522, 527, 539, 543, 553, 570, 580, 601–602, 604, 607, 668, 676, 678, 680, 682–683, 689; of caching 531–533; civilian and military contexts 497–498, 500–501; of cloud computing 534–536; and cost measurement accuracy 356–357 operations/supply chain (O/SC) management 277–278, 450 opportunistic behavior 29, 31, 38, 205 opportunities: emergent 264–271; ICT-driven 574; research 4, 27, 40, 58, 78, 144–145, 207–208, 210, 257, 269, 288, 322, 329, 383, 387, 457, 505, 522, 555, 572–574, 592, 630, 648, 663, 669, 672 opportunity management 224–226 optimal appointment schedules 95 Optimal Policy Curve 108–111, 121–123 optimization 66, 71, 85–86, 95, 98, 101, 104–106, 120, 122, 153, 164, 206–208, 216, 218–220, 245, 257, 291–292, 297, 301–302, 346–348, 362, 365, 367, 432–434, 501–502, 505, 527, 532–535, 566–567, 571, 573, 584, 588, 591, 634, 641, 643, 650, 652, 655, 659; problems 86, 284, 297, 301, 347, 365, 367, 501–502, 532–533, 573; staged 655 option valuation 368 order: picking 158–160, 166–167; quantities 17, 37, 46, 103, 106–107, 116, 282, 329, 361, 581 703 Index ordering cost 103–105, 109, 111–112, 115–116, 356, 361 organization 221–222 Organization for Economic Co-operation and Development (OECD) 427 Organizational Capabilities (OC) 381, 386, 397, 407 Organizational Capital Resources 393 organizational coordination 216–217 organizational development (OD) 394–395 Organizational Learning (OL) 145, 338, 397, 407–408 organizational performance 143, 395–400, 448 organized society 664–665 Original Design Manufacturer (ODM) 619 Original Equipment Manufacturer (OEM) 281–284, 286–287, 619 output consequence 381–383 outsourcing 12, 14, 24–26, 28, 30–31, 65–66, 76, 108, 161, 205–206, 209, 221–222, 270, 276, 283, 380, 387, 404, 531, 570, 613–614, 618–619, 621–622, 629, 659, 666, 671, 685, 688; to China 16–18 overbooking 94–95 overlapping 16, 200, 216–217, 222 overtime wages 66–68 ownership structure 417–418 package delivery methods 590 pallet pooling service 632, 637–639, 641 Panama Canal 11, 163, 309, 318 Parametric Production Planning (PPP) 69–70 Pareto chart 136, 137 Pareto Principle 108–109, 238 partially observable Markov decision process (POMDP) 433 partnering 221–222 partnership 31, 35, 204, 262–263, 270, 395, 401–404, 407–408, 417, 522, 632, 665–668, 671; and alliances 204–205, 207–209 Patient Protection and Affordable Care Act (PPACA, 2010) 202, 302 people 221 perfect market 31, 360–361 performance: evaluation for nonprofits 520–521; improvements 173, 176, 199–200, 292, 641, 665–666; KPIs 458–459, 561; measurement 35, 178, 345–354, 358, 417, 453, 554; organizational 396–397, 399–400; worst-case ratio 85, 87–89 periodic review policy 103–104, 115–116, 518 personnel scheduling (or shift scheduling) 82–83, 92–94 Physical Capital Resources 392–393 pipeline transport 558–559, 560 Pirandello principle 498 plan structure 475–480, 492–493 plan-do-check-act (PDCA) 129, 140, 143, 238, 241, 243, 502, 504 planned giving 512 planning 15–17, 33, 40, 47, 57, 59, 63–79, 101–103, 117, 119–120, 125, 130, 133–134, 144, 147, 152–153, 157, 160, 164–166, 175, 179–180, 215, 218, 220–226, 244, 258, 263, 299, 304, 309, 332, 339, 354, 358, 378, 394, 400–402, 419, 450–451, 452, 456, 458–460, 467–470, 472–473, 475–480, 484, 489, 492–493, 497–499, 501–504, 512–513, 516–518, 521, 527–529, 531, 546, 558, 561–565, 568–572, 580, 583–586, 588–589, 591–592, 601, 623, 650, 653, 655–656, 676–677; assortment 584–585; capability 379–380; capacity 528–529; city 299–300; employment 77, 652–653, 655; feed 472–473, 474; formal 472–475; heuristics 469–470, 472, 475–478, 480, 485, 492–493; horizon 64–70, 75–77, 468, 469, 476, 478, 503, 528–529; informal 470–472; predictive schedule 477–478; process 46, 103, 468–475, 563; resource 72; versus forecasting 45–46; warehouse 164, see also aggregate production planning plant location 182 platform economics 267, 269–270 policy 35, 38, 47, 55, 77, 104, 106, 110, 121–122, 158–160, 172, 178, 222, 263, 283, 285, 295–296, 299–300, 304, 322, 327, 357, 369, 375–376, 378, 380, 384, 397, 414, 427, 433–434, 510, 518–520, 522, 532, 538, 561, 568, 571, 602, 604–605, 688; implications 286–288; warehouse storage 158–160; work 222 pollution 162, 165, 256, 614–615, 687 polynomial time 84–85, 87–89, 91–93, 528–529 POM for the Hospitality Industry 601 POM and Marketing Capabilities 386 POM and Marketing Interface 378–381, 383–386 POM Methods 602 POM and Shareholder Wealth 381–383 pop-up stores 579, 590 port management 570–571 portfolio management 203, 206, 217–218, 224, 522 postponement 58, 666; and customization 314–315; strategy 17 practical problems in operations management (PPOMs) 648, 650–657 precedence 40, 89, 91, 222, 566, 672 predictive analytics 56, 162, 164, 301, 337, 685 predictive planning schedule 477–478 preemption 89, 219, 284 preventive care 428–433, 440; designing 431–432; extended models for 432–433; processes 430–431 prices: financial asset 368 pricing 20, 262, 265, 267–268, 279, 281, 286, 295, 297–298, 354, 363, 365, 376, 378, 380, 416–417, 448, 450, 513, 518, 520, 522, 529, 534, 536, 561, 580, 582, 585, 589–592, 618, 657; capacity 534; and clearance markdowns 583–584; and revenue management 514–515 Principles of Scientific Management, The (Taylor) 128 704 www.ebook3000.com Index printing: 3-D 649, 659, 667 priority rule 84–85, 87–88, 95, 97, 216 privacy 298, 302–304, 414, 434 private equity (PE) 658 probabilistic inventory models 117–120 problems 83–84, 293–294, 501–502; scheduling 83–93, 95, 97, 297, 534–535, 567, 569–570, 572; supply chain 293–294 procedures 4, 7, 14, 46, 54–55, 90, 95, 197, 303, 394, 433, 436, 452, 473, 477, 601–602, 604–605, 609 process: architecture 217, 222; characteristics 202, 242, 623–630; coordination 374, 378–381, 386; design 277; development 199–200, 209, 277–278, 278–281, 287; flowchart 136; knowledge 200–202; layout 152; management 126, 395, 601, 680; operational 328, 333, 339, 415; project 215–217, 222–223 process capabilities 139, 207–210, 676; advances in 199; and external knowledge 204–206; greenfield versus brownfield 199–200; and internal knowledge 200–204; and new product development (NPD) 197–198; and profitability 198–199 process design 4–5, 133, 185, 200–202, 206, 209, 277, 287, 348, 428–429, 433, 448, 456, 458, 580 processing time 83–84, 86–92, 94, 97, 199 procurement 75, 102–103, 106, 110, 112, 114–116, 119–121, 205, 215, 329, 355–356, 360, 376, 378, 382, 501–503, 518–520, 522, 591, 616–621, 641–643 Producer Pays 286 product 4, 64; characteristics 182, 581, 624, 629; competition 281; design 65, 131, 198, 201–202, 209, 217, 222, 267, 277–281, 285, 355, 380, 617, 656; development 15–16, 78, 205, 209, 217, 277–278, 280, 282, 619, 656, 676; distribution 377, 517–520; families 64–65, 73–74, 76–77; green 278–282; innovation 45, 175, 414; intermediate quality 353–354; knowledge 200–202; layout 152; offering 198, 262, 280–282, 357, 379, 517–518, 591, 619, 635; portfolio 198, 206, 209, 217, 650; remanufactured 282–284, 287, 377–378, 380; returned 377–378; short lifecycle 581–582, 591; variety cost 356–357, see also new product development (NPD) Product Service Systems (PSS) 174, 247 production: costing 620–621; decision-making 623–629; and inventory control 652–653, 655; mass 8, 11–12, 25–26, 128, 161, 170, 179, 235, 239, 242, 244, 248; smoothing 66 Production and Operations Management Society (POMS) 13, 121, 123, 687, 689 productivity 6–7, 14, 65, 160, 180, 239, 258, 263, 265–266, 310–311, 353, 394, 396, 399, 404, 475, 492, 570, 572, 579–580, 584, 586, 602–603, 620, 625, 650, 657–658, 671 professional perspective 400–404 professional societies 121–123, 215 profit sharing 283, 351 profitability 32, 47, 79, 144, 162, 198–199, 263, 267, 277, 283, 285, 313–314, 368, 376, 379, 458, 511, 580–582, 584, 586, 591–592, 603, 618, 621, 658, 668 program evaluation and review technique (PERT) 215–216 program management 225 progress 223 project 214, 220–221; crashing 91–92; process 215–217, 222–223 Project Management Institute (PMI) 215 project management offices (PMOs) 225 project management (PM) 11, 46, 91, 214–215, 217, 225, 244, 331, 336, 399–400, 448, 456, 676; current research 219–223; future research 224–226; methods 220–221; past research 215–219; tool development 216 project manager 214, 217–222, 224–226, 243, 602 project portfolio management (PPM) 217–218 project process 215–217, 222–223 projections see future projections proprietary knowledge 198–199, 203, 205 prosperity: economic 27, 664 public sector 239, 241, 248, 510–511, 686–688 publications outlet 684, 686 pull production 346, 348–349, 358, 654; versus push production 352–354 purchase 28–29, 32, 36, 73, 103, 108, 112, 116–117, 121, 125, 155, 160–162, 292–293, 295, 315, 362–363, 376–378, 380–381, 417–418, 475, 515, 517, 531, 565, 568, 574, 583, 587, 589–590, 615, 618, 621, 623, 633, 640–641 Purchase Management System (PMS) 637, 641 pure play e-commerce 615 push production 346, 348–349, 654; versus pull production 352–354 QC Circle Koryo (Ishikawa) 130 quadratic assignment problem (QAP) 153 qualitative forecasting 50 quality 4–5, 8–9, 11, 13–16, 26, 31, 39, 56, 71, 73–74, 85–86, 89, 107, 120, 125–133, 135–136, 140–145, 173, 175–178, 180–181, 198, 205, 208–209, 215, 219–220, 223–225, 234, 236, 238–239, 243, 245, 255–258, 266–269, 279–280, 282–285, 302–304, 347–348, 351–353, 358, 377, 380, 383, 394, 396, 398–400, 402, 414–415, 427, 430, 433–434, 443, 448, 450–451, 453–456, 467, 497–498, 504, 514–516, 519, 536–538, 551, 557, 561, 572–573, 579, 583, 589, 601–602, 606–607, 607, 613, 615, 618–619, 621–622, 625, 628, 633, 637–638, 643, 647, 650–651, 659, 664, 676–678, 680–681, 685–688; culture 129, 142–143; definition 125; environmental 280, 705 Index 282; intermediate product 353–354; recovery plans 142; risk management 142; service 131–132, 142–144, 267–268, 414–415, 453–454, 572, 677 Quality Control (Feigenbaum) 130 Quality Control Handbook (Juran) 130 Quality Function Deployment (QFD) 133–134, 143 quality improvement (QI) stories 125, 130–131, 140–141, 143–144, 238, 383, 454 Quality is Free (Crosby) 15, 131 Quality Management (QM) 8, 125, 132, 135, 141, 144–145, 238, 255–257, 269, 415; achieving excellence 127; history of 128–131; imperatives 127; present situation 132–143; successes and failures 126–127; themes 142–143 Quality and Me (Crosby) 131 Quality Planning and Analysis (Juran) 130 quantitative forecasting 50, 52–53, 55 quantity discount 102, 106, 116–117, 651 radical NPD projects 202–203, 206–207, 209 Radio-Frequency Identification (RFID) 25, 56, 162, 181, 377, 538, 579–581, 622, 659 rail transport 558–559, 560, 566–571, 574 random storage policy 158, 166 randomness 48, 97, 345 Rawls, John 658 real estate 419, 591 real options theory (ROT) 669, 671 real-time bidding (RTB) 297–298 recall 18, 131, 142–144, 303, 331–332, 380, 386, 664 recommender systems 291–294 recovery: disaster 536–537 recycling 276–277, 279, 285–286, 521, 638–639, 665, 668; subsidy 286 reduce 665, 668 reflection effect 331 refurbishing 282, 285, 318, 380 regional science 311–312, 314–317, 320, 322–323 regular time wages 66, 68 regulation 9, 19, 166, 285–286, 311–312, 316, 319–322, 358, 414, 468, 477–478, 492, 519, 569–571, 573, 602, 614, 622, 688; and taxes 321 relationship building 516, 621 relief item inventory management 518 remanufactured products 282–284, 287, 377–378, 380 remanufacturing 18–19, 184, 277, 281–284, 286–287, 651 Reorder Point 103, 111, 117–118, 356 replenishment 25, 34, 37, 46, 56–57, 104, 106–107, 111, 113, 115, 119, 122, 198, 276, 379, 580–581, 642, 655 Report on Manufactures (Hamilton) 647 request routing 533 rescue operations 536–537, 548 research 669–672; descriptive versus normative 467–468; domains 327, 329, 684, 686; empirical 183, 218; future 40, 670–672; in healthcare 302–304; human capital 394; implications 58, 267–270; interdisciplinary 684–685; inventory 106–111; and modeling 684–686; opportunities 4, 27, 40, 58, 78, 144–145, 207–208, 210, 257, 269, 288, 322, 329, 383, 387, 457, 505, 522, 555, 572–574, 592, 630, 648, 663, 669, 672; questions 171, 218, 225, 291, 304, 397, 400–401, 669, 671 research and development (R&D) 17, 127, 202–203, 205, 225, 266, 380, 539, 579, 647, 682, 686 Research Excellence Framework (REF) 686 reshoring/backshoring 183, 185 resource: allocation 203, 206, 221, 226, 433, 470, 516, 520, 535, 652; constraints 91, 105–106, 216, 265, 286, 297, 614; leveling 216; loading 216; management 102, 514–517; natural 276; optimization 535; planning 73–74, 401, 513, 516; profiles 74–75, see also Human Resource Management (HRM); Human Resources (HR) Resource Constrained Project Scheduling (RCPS) 82, 86, 91–92, 216 resource dependence theory (RDT) 670–672 resource efficient manufacturing 164–165 resource-based view (RBV) 29–30, 381–382, 393, 448 responsibility: social 18–19, 27, 385–386, 395, 573, 615, 664–665, 668, 676 responsive supply chain 32–33 retail 18, 25, 32, 34–38, 48, 56, 160, 163–164, 198–199, 239, 269–270, 281–283, 300, 304–305, 309, 311, 313–315, 320–321, 367, 369, 374–380, 383–385, 387, 579–592, 615–616, 621–623, 626, 630, 632–635, 636, 637, 640–644, 660, 666, 676–677, 682; competition 281; display arrangement 314–315; financial performance of firms 580, 585–586; formats 590; operations 291–294, 580–586; present situation 586–588; stores 56, 164, 281, 315, 377, 580–582, 584, 587–589, 589–590, 592, 623, 626, 664; supply chains 580, 582–583, 592, 635; technologies 589 retailers: financial performance 585–586; highinventory turnover (HIT) 586 retailing: multi-channel 374–378, 387; online 270, 293, 376, 387, 583, 587–592, 633, 635, 637, 642 Rethink Robotics 257, 266 returned products 287, 377–378, 380 reuse 665, 668 revenue management 198, 336, 416–417, 421, 511, 522, 579–580, 677; and pricing 514–515 reverse logistics 185, 375–378, 387, 651, 668; and sustainability 78, 380–381 reverse supply chains 122, 277, 281–283, 380, 665, 686 rework 126, 131, 143, 217–218, 221–222, 226 706 www.ebook3000.com Index RFID (Radio-Frequency Identification) 25, 56, 162, 181, 377, 538, 579–581, 622, 659 risk: assessment 38–40; coordination 329; downside 473, 479, 493; idiosyncratic 363–364; management 38–39, 57–58, 127, 142, 216, 219–221, 223, 226, 257, 366, 369, 385, 419–420, 492, 665, 668, 686; premium 351–352, 364, 369, 420; systematic 360, 369; upside 473, 479, 493 risk-neutral equivalence 363–364 road transport 558–560, 563, 567–568, 571–572, 574 robotics 7, 12, 14, 20, 161, 199, 256, 264, 538, 574, 657, 680, 686, 689; low-cost intelligent (LCIR) 264, 266–268, 271 robotized manufacturing 660 robustness 97–98, 106, 111, 241, 567 role mining problems (RMP) 530 role refinement problems (RPPs) 531 role-based access control (RBAC) 530 routing and scheduling 561–562, 565–567, 570–572 rule-based forecasting 54–55 run charts 135 safety 185, 220–221, 239, 269, 382, 400, 453, 519, 537–538, 557, 569–570, 579, 602, 606–608, 621, 659, 688; stock 40, 46, 65, 117–119, 123, 637, 655 sales: lost 103, 106, 114, 122, 332 Sales and Operations Planning (S&OP) 73, 75–79, 374, 378 Salveson, Mel 13 sandcone model 176 scatter diagrams 138, 139 schedule design problem 565–567, 572 scheduling 7, 15, 20, 45–47, 71–75, 82–95, 96, 97–98, 214–216, 219, 244, 258, 297, 354, 356, 433, 443, 452–453, 456, 459, 516, 534–535, 546, 557, 561–562, 561–563, 565–567, 569–572, 570–572, 638–639, 653, 657, 676–677, 680; crew 569–570; deterministic 83–84, 97; job 534–535; job shop 71, 82, 86–91, 96, 219; machine 82, 86–87, 89–91; in manufacturing 86–92; parallel machine 86–89; personnel (or shift) 92–94; problems 83–93, 95, 97, 297, 534–535, 567, 569–570, 572; in services 92–95; single machine 84–90; stochastic 83–84, 97–98; system 94–96 Science and Art (S&A) scientific inventory management 110–111, 120–122 Search Decision Rule (SDR) 70 search problems 501–502 seasonality 48, 74, 160, 318, 583, 618 second gilded age 657 secondary market 281–282 security 56, 58, 298, 414, 453, 503, 505, 530–531, 534, 537–539, 557, 606, 608, 647, 652, 658 segmentation 31–35, 280, 283, 375–378, 417, 512, 616, 667 Selective Inventory Management (SIM) 101, 108 sensors 56, 161–163, 181, 201, 247, 266, 502, 530, 589, 659, 689 service: customer 583, 601; distribution 517–520, 522; fee for 429; innovation 264, 414; network design 562–564, 566–568, 570, 573; offering 247, 315, 458, 517–518, 522; quality 131–132, 142–144, 267–268, 414–415, 453–454, 572, 677; sector 7, 264, 355–356, 358, 677–679 service level agreement (SLA) 532, 535 service-level requirements 655–656 services 4, 6–7, 9–11, 15, 17, 20, 24, 26–30, 34, 53, 63–65, 68–69, 71, 73, 75–79, 82–84, 92, 94, 97, 118–120, 123, 125, 127, 130–133, 140, 142–144, 147, 152–153, 161, 163–166, 174, 197–200, 202, 204–205, 208–209, 214, 234, 236, 239, 241, 244–245, 247–248, 255–258, 263–265, 267–269, 277, 293–296, 319–320, 322, 336, 354–356, 358, 374–377, 378–380, 387, 396, 398–399, 401, 403–404, 414–416, 418–419, 429–433, 437, 440, 450–455, 458–459, 502, 510–512, 514–515, 517–520, 522, 528–530, 532–534, 536–538, 548, 551, 557–558, 560–574, 579–581, 583, 587, 592, 601–603, 605–607, 609, 616–618, 622–623, 632, 633, 637–639, 655–656, 666, 670–672, 677–681, 684–686, 688–689; and division of labor 6–7; scheduling in 92–95; value-added 314–316, 314–317, 322, 632, 637 set biases 336, 338–339 setups 74–75 shareholder wealth 381–383, 385–386 sharing 529–530, 536; economy 20, 169, 184, 267, 658, 686, 689 shelf space management 580, 584 Shewhart Cycle 129 Shewhart, Walter A 8–9, 129, 135, 238, 243, 497, 502, 504 Shifting Bottleneck Heuristic (SBH) 86, 90–91 Shingo, Shigeo 235, 246 shipping port 156–157 short lifecycle products 581–582, 591 shortage cost 103–104, 112, 121 Shortest Processing Time (SPT) 87 Simon, Herbert 328, 469, 472, 489, 652, 658 simulation 75, 94, 106–107, 201, 210, 222, 291–292, 300, 433, 435–437, 440, 472, 493, 498, 520, 554, 564–565, 608, 681, 684 Single Minute Exchange of Die (SMED) 15–16, 246 site selection 320–321 Six Sigma 129, 131, 140–142, 223, 225, 242–243, 246, 420 slow streaming 567 707 Index slow-moving items 119–120, 584 smart cities 291, 298–301, 305 smart manufacturing 174 Smith, Adam 5–6, 10, 654 social control theory 334 social influences 333–334, 670 social network theory (SNT) 670–672 social responsibility 18–19, 27, 395, 573, 615, 664–665, 668, 676; in POM and Marketing 385–386 Socially Responsible Consumption 615 software 31, 49, 51–52, 122, 152–154, 162–163, 166, 199–200, 203, 206, 216, 219–220, 225–226, 244, 258, 265–267, 299, 313, 320, 403, 418, 456, 504, 533, 536, 566, 632, 650, 659, 681, 686 solution methodologies 71, 85–86, 88–89, 91 solution techniques 563–564; and heuristic rules 573–574 sourcing 16–17, 46, 178, 181, 264, 266, 269, 320, 502, 518–519, 591, 611, 614–620, 627, 665, 670–671, 688 Special Economic Zones (China) 16, 322, 613 speed management 562, 567 sport 457–460; attendance 455; characteristics 450–452, 454, 457; data in 455–456; fans’ expectations 454; industry 443, 450, 452, 455, 457–459; literature review 448, 450, 456–457; past history 443–450; present situation 450–456 sport operations 443, 448, 450; design of 451–452, 458–459; improvement of 451, 453–455, 458, 460; planning and control of 451–453, 458–459 sports value framework (SVF) 458 staged optimization 655 stakeholder 24, 27, 47, 76–77, 162, 215, 219, 225, 225–226, 286–288, 298, 303, 320, 385–386, 402, 427, 429, 450, 453–454, 460, 517, 522, 551, 621, 672, 678; management 215 stakeholder theory (ST) 670–672 standardization 8–10, 119, 123, 128, 141, 157, 163, 170, 179, 224, 397, 612, 638, 650–651, 688 startup operations 255–264, 267, 269, 271 State Counter Disaster Organization Act (1975) 547 static problem 83–84 static route design 563 statistical forecasting 45, 50–55 Statistical Methods for Research Workers (Fisher) 129 Statistical Process Control (SPC) 129, 135–140, 238 Statistical Quality Control (SQC) 8–10, 243, 680 Statistical Tables (Fisher) 129 stochastic and dynamic operations 573 stochastic economic lot scheduling problem (SELSP) 653 stochastic scheduling 83–84, 97–98 stock: safety 40, 46, 65, 117–119, 123, 637, 655 stock dependent consumption 101, 107, 122 stock keeping units (SKUs) 45, 52, 56, 78, 158, 160, 270, 580, 634–635, 643 Stone Age 4, 676 Storage Capacity Allocation Problem 534 storage policies: warehouse 158–160 store execution 580–581, 583, 586–587, 592 stores: pop-up 579, 590; retail 56, 164, 281, 315, 377, 580–582, 584, 587–589, 589–590, 592, 623, 626, 664; virtual 579, 590 strategic choices 179, 477; versus manufacturing paradigm 174 strategic configurations 177 Strategic Human Resources Management (SHRM) 392–393, 400–403, 408 strategic management (SM) 170, 172, 184, 393 strategic role of manufacturing 170–171 Strategically Flexible Production 173 strategy 4, 16–17, 20, 26, 28–32, 45, 47, 63–66, 73, 77–78, 94, 102, 111, 119, 121–122, 128, 132, 142–143, 169–185, 200, 243, 246, 263–265, 280, 282–283, 287, 297–298, 315, 329, 345, 351, 358, 361–362, 379–380, 382, 385, 392, 401, 404, 407, 414, 417, 432, 437, 443, 448, 452–454, 456, 458–460, 497–498, 503, 515, 517–518, 529, 546, 604–605, 632, 640, 653, 677–679, 681, 683, 686; auctioning 298; operations 16, 26, 45, 63–64, 73, 77, 183, 452, 454, 459, 677–679, 683 structural equation modeling (SEM) 394, 397 structural models 222–223 sub-cluster development and jobs 317–318 subsidy programs 519–520 sufficient statistic condition 347–349 Sunk-Cost Fallacy 331 supplier logistics center (SLC) 632, 635–637, 641 supply: network alliances 204, 207; options 63, 65–66; process 518–520; variability 102, 117–120, 122 supply chain 5, 15, 17–19, 24–40, 45–47, 56–58, 78–79, 101, 107, 125, 127, 144–145, 157, 160, 163, 181, 183, 185, 198, 208, 239, 246, 256–258, 264, 266–267, 269–270, 277–278, 281–288, 291, 298, 303, 309, 311, 319–320, 322, 326, 328–329, 331–334, 336, 361, 367–370, 374, 376–384, 386–387, 393–395, 397–398, 404–405, 407, 420–421, 429, 448, 450, 514, 518, 531, 543, 546, 551, 557–558, 568, 579–583, 587–588, 591–592, 614–618, 620–624, 626–630, 632–635, 640–644, 650, 654, 663–672, 676, 684–688; and bullwhip effect in 35–38; closed-loop 664, 668; complexity 666–667; disruption 18, 369, 386, 591, 666; forward 281–282; fulfillment 587–591; global 27, 623–629, 630, 669–672; management (SCM) 24, 76, 107, 122, 257–258, 277, 320, 383, 386, 395, 397–398, 406, 407–408, 421, 448, 456, 553, 557, 566, 580, 582, 630, 632–634, 650, 663, 665, 680, 682, 684; models 634–641; operations 17, 367, 393, 623–629, 684; problems 293–294; 708 www.ebook3000.com Index reverse 122, 277, 281–283, 282–283, 380, 665, 686; risk assessment in 38–40; segmentation 31–35, 667; strategy 633–634; structure 57, 246, 281, 283, 285, 667; sustainability in 277; visibility 78–79, 163; volatility 665–666 supply chain management (SCM): essential concepts 28–40; future research 669–672; historical evolution of 25–27; successful 27–28; supporting theories 669–670 supply chain risk management (SCRM) 18, 369, 671 support: technical 203–204, 206, 209 surveys: conclusions 402–404; large-scale 183–184 sustainability 15, 18–19, 27, 79, 126, 162, 175, 177, 179, 181, 184–185, 241, 248, 262, 287, 321, 374, 385, 387, 402, 407, 459, 478, 538, 561, 567, 579, 590, 592, 621, 651, 664–665, 668, 672, 676, 685–686, 688; focus on 276; in hospitality 420; and operations/supply chain (O/SC) management 277–278; and product/process design 277; and reverse logistics 78, 380–381; in supply chains 277, see also environmental sustainability Sustainable Supply Chain Management (SSCM) 281, 672 Sustained Competitive Advantage (SCA) 392–394, 400, 402–403, 405, 407–408 system dynamics 107, 217, 222, 329, 334–335, 400, 433 System Dynamics Understanding (SDU) 400 system management 244, 601 Systematic Layout Panning (SLP) 152–153, 154 systematic risk 360, 363, 369 systems: approach 197–198, 234, 239, 246, 482–483, 680, 683; thinking 218, 245, 329, 334–335, 400; views 222–223 tactical management 468–475, 478, 480, 484, 489, 492–493 Taguchi, Genichi 15 Takt time 235 targets 71, 78, 133–134, 203, 235, 279, 284, 427, 468–470, 475–481, 489, 491–493, 502, 550, 571, 642; intermediate 475, 477–479; terminating 469, 475, 478–479, 492 tax 16, 20, 182, 285–286, 312, 320–322, 360, 362, 364–367, 370, 511, 591, 617, 620, 622, 625, 629, 665; consumption 286; effects 364–367, 370 taxi-type transport 560 Taylor, Frederick W 25, 128, 497–498, 650, 653 teaching 129, 143, 170, 245, 345, 398, 404, 510, 537, 601–604, 606, 677–685, 687; interdisciplinary 680, 683; materials 345, 680–683; online 680, 682–683 Teaching, Research, and Practice (TRP) 677, 679–688 teams 221 technical support 203–204, 206, 209 technological evolution 24–25; and manufacturing strategy 179–181 technological innovations 51, 218, 647–648, 650, 658, 660 Technological Revolution 11, 649 technology 3–4, 12, 17, 20–21, 24–26, 30, 45, 53, 57, 68, 77, 108, 131, 142, 148, 152, 161–162, 166, 176, 178–180, 185, 197–210, 247, 255–256, 258, 263–269, 278–279, 295, 298–299, 339–340, 349, 366, 382, 402–403, 407, 414, 417, 436, 456–457, 459, 501, 504, 519, 527–528, 531, 534, 536–538, 547–548, 557–558, 579–580, 587, 589–590, 592, 602, 605, 630, 632–633, 647–650, 657–658, 664, 667, 676, 678, 680–685, 687–688; challenges 298; digital 180–181, 264–266; flexible 180; information 180, 197–200, 203–204, 208–209, 302; manufacturing 19, 176, 179–181, 185, 197–201, 647, 659; mobile 295–296; new 46, 166, 174, 176, 181, 185, 266, 278, 379, 421, 519, 527, 602, 628, 667, 683, 685, 687; retail 589; teaching and learning 680, 682–683 tele-medicine 537–538 telecommunications 17, 27, 199, 201, 203, 295–296, 527–528, 536–539, 649, 676 ten principles of materials handling 157 terminal management 562, 570–572 terminating targets 469, 475, 478–479, 492 Tesla Factory 14–15 theory 9, 29, 59, 83, 94, 104, 128–129, 169–170, 172, 176, 183, 206, 218, 220, 222, 240–242, 245, 248, 267, 269, 328, 334, 346, 348, 361–362, 368, 374, 381–382, 385, 387, 394, 443, 448, 450, 458, 467, 493, 498, 503–504, 555, 580, 650, 652–653, 658–660, 669–672; building 183, 218–219, 240, 267 Theory of Constraints (TOC) 242–244, 246 Third Industrial Revolution, The (Rifkin) 12 third-party logistics (3PL) 38, 161, 266, 309, 313, 315 3D printing 166, 199, 649, 659, 667, 686 3Rs 255–258, 262, 264–265, 267, 270–271 Throughput Accounting (TA) 242 throughput maximization 346, 348–352 time 64; polynomial 84–85, 87–89, 91–93, 528–529; total completion 85–88; total weighted completion 84–87, 88 time series forecasting 52, 55 time-cost tradeoff 216, 222 Time-Driven Activity-Based Costing (TD-ABC) 348, 355–356 Today and Tomorrow (Ford) 128 tolerance ranges 7–8, 10 total completion time 85–88 Total Productive Maintenance (TPM) 173, 234–235, 238–241 709 Index Total Quality Control (TQC) 234, 238 Total Quality Management (TQM) 125–126, 130, 142, 235, 238–240, 243 total weighted completion time 84–87, 88 Toyota Kata 241 Toyota Production System (Ohno) 130 Toyota Production System (TPS) 15, 128, 130–131, 131, 141, 180, 234–239, 241, 245, 247–248, 497, 650 trade: credit 367, 369; global 19, 611–614; international 182, 319–322, 611–612 trade-offs 26–27, 175–177, 205, 279, 282, 284, 293, 356, 503, 517, 520, 655, 667 traditional costing methods 354–355 training 8, 64–65, 77, 120, 126, 128–130, 144, 162, 198, 200, 202, 204, 239, 241, 267, 312–313, 317–318, 392–394, 396, 398–399, 401–402, 407–408, 414, 416, 418, 439, 456, 499, 503, 516–517, 521, 530, 546, 580, 602, 604–605, 607, 609 transaction cost economics (TCE) 29, 669–672 transaction costs 29–31, 204, 362, 669–670 transactions 14, 29, 158, 198, 265, 294, 380, 588–589, 621, 629 transport: liner-type 560–561; modes and features 558–560; pipeline 558–559, 560; rail 558–559, 560, 566–571, 574; road 558–560, 563, 567–568, 571–572, 574; systems 560–561, 572–573; taxi-type 560; water (maritime) 558–560 transportation 11, 14, 16–17, 19, 27, 37–38, 46, 68, 82, 87, 92, 97, 147, 161, 164, 182, 255, 264–265, 282, 287, 291, 299, 309, 311–317, 319–322, 431, 455, 500, 502–503, 548, 555, 557–558, 561–572, 563–564, 567–569, 584, 587, 592, 606, 612, 617, 620, 649, 654–655, 664, 676–677, 688; capacity sharing 312–313; city 299 travel agents: online 417, 420–421 trend 12, 19, 34, 37, 48, 50–52, 55–56, 65, 101–102, 135, 160–167, 183, 199, 256, 270, 294, 304, 310–311, 319, 321, 339, 376, 394–395, 397, 401, 403, 407, 433, 456, 574, 592, 605, 608, 615–616, 649, 660, 663–672, 678–680, 682–683, 685, 688–689; biases 336–338 triage 434–439 triple bottom line (3BL) 27, 664–665, 668–670, 672 Twenty Foot-Equivalent Units (TEUs) 612, 616 Twitter 292, 303 Uber 20, 169, 255–257, 264–270, 658, 686, 689 ubiquitous computing 659 Uddevalla uncertainty 28–29, 71, 78, 102, 120, 174, 198, 202–203, 205–209, 215, 219–221, 221, 223, 226, 283–284, 301, 332, 338–339, 378–379, 451, 453–454, 458–459, 467–470, 473, 480, 485, 489, 492, 513–515, 519, 528–529, 531, 535, 551, 565, 567, 569, 573, 581–582, 586, 591, 654, 656, 664, 668; market and technical 203, 205, 207, 209 Unique Manufactured Products 624, 626, 627, 628, 629, 630 Unique Selling Proposition (USP) 403 unknown unknowns (unk-unks) 221 unk-unks see unknown unknowns upside risk 473, 479, 493 upward mobility 317–318, 322 urbanization 161, 614 US Antisubmarine Warfare Operations Research Group (ASWORG) 499 US Green Building Council (USGBC) 165 value 214, 216–217, 219–220, 222–223, 225–226 value-action gap 279 value-added services 314–317, 322, 632, 637 Vanguard Method 245 vanilla boxes 656 vehicle routing problem (VRP) 558, 561–562, 564–566, 570, 572–573 vendor-managed inventory (VMI) 34, 108 virtual stores 579, 590 volatility 28, 35, 37–38, 40, 46, 64, 121, 173, 348, 364, 376–377, 387, 663–666, 670–672 volunteer management 516–517 Volvo vulnerability 39–40, 547 wages: overtime 66–68; regular time 66, 68 Wal-Mart 25, 37, 163, 277, 375, 531, 590, 629, 632–633, 640, 642, 664 Walt Disney World 601–609 Walt Disney World® Magic 604 war/warfare 497–505 Warby Parker 375–376, 588 warehouse: capacity sharing 313; design 158–160, 164, 166; logistics 590; planning 164; storage policies 158–160 Warehouse Management System (WMS) 637, 641 Waste Electrical and Electronic Equipment (WEEE) 284 water (maritime) transport 558–560 Watson (supercomputer) 7, 20, 56, 299 wealth 5, 10, 240, 381–383, 385–386, 611–615, 647–649, 654, 657, 688; shareholder 381–383, 385–386 Wealth of Nations, The (Smith) 5–6, 10, 654 weapons 497–499, 501–503 wearable computing 161 Weighted Shortest Processing Time (WSPT) 84, 86–87 white-collar jobs 214, 317 Whitney, Eli 7–8 wireless mesh network (WMN) 538 wireless sensor network (WSN) 530 710 www.ebook3000.com Index work policy 222 workforce 47, 64, 64–76, 162, 169, 173, 185, 197, 200, 203–204, 206–209, 241, 345, 401–403, 407, 521, 614, 653, 657; change 162; management 516, 579–580, 586–587, 589, 592 working capital 47, 102, 120, 361 Workplace Management (Ohno) 130 World Class Manufacturing 173 World Trade Organization (WTO) 319 World Travel and Tourism Council (WTTC) 413 worst-case performance ratio 85, 87–89 Yelp 292 yield management 255, 257, 262, 265, 268, 270, 416–417, 453, 459 Yihaodian (YHD) 642–644; company overview 632–633; innovation 634–641; supply chain strategy 633–634 Zero Defects 131 Zipcar 257, 264–266 zone-picking 160 zoning 320–321 711 www.ebook3000.com ... scholar), editor Title: The Routledge companion to production and operations management / [edited by] Martin K Starr, Sushil K Gupta Other titles: Companion to production and operations management. . .THE ROUTLEDGE COMPANION TO PRODUCTION AND OPERATIONS MANAGEMENT This remarkable volume highlights the importance of Production and Operations Management (POM) as a field of study and research... Production and Operations Management Society (POMS) and serves on the advisory board of the Production and Operations Management journal He is the Executive Director of POMS “This Companion is