Principles of Operations Management: Sustainability and Supply Chain Management, Global Edition + MyLab Operations Management with Pearson eText

Jay Heizer, Professor Emeritus, the Jesse H. Jones Chair of Business Administration, Texas Lutheran University, Seguin, Texas. He received his BBA and MBA from the University of North Texas and his PhD in management and statistics from Arizona State University. He was previously a member of the faculty at the University of Memphis, the University of Oklahoma, Virginia Commonwealth University, and the University of Richmond. He has also held visiting positions at Boston University, George Mason University, the Czech Management Center, and the Otto-Von-Guericka University, Magdeburg. Dr. Heizer's industrial experience is extensive. He learned the practical side of operations management as a machinist apprentice at Foringer and Company, as a production planner for Westinghouse Airbrake, and at General Dynamics, where he worked in engineering administration. In addition, he has been actively involved in consulting in the OM and MIS areas for a variety of organizations, including Philip Morris, Firestone, Dixie Container Corporation, Columbia Industries, and Tenneco. He holds the CPIM certification from APICS, the Association for Operations Management. Professor Heizer has co-authored 5 books and has published more than 30 articles on a variety of management topics. His papers have appeared in the Academy of Management Journal, Journal of Purchasing, Personnel Psychology, Production & Inventory Control Management, APICS: The Performance Advantage, Journal of Management History, IIE Solutions, and Engineering Management, among others. He has taught operations management courses in undergraduate, graduate, and executive programs. Barry Render, Professor Emeritus, the Charles Harwood Professor of Operations Management, Crummer Graduate School of Business, Rollins College, Winter Park, Florida. He received his BS in mathematics and physics at Roosevelt University, and his MS in operations research and PhD in quantitative analysis at the University of Cincinnati. He previously taught at George Washington University, University of New Orleans, Boston University, and George Mason University, where he held the Mason Foundation Professorship in Decision Sciences and was Chair of the Decision Sciences Department. Dr. Render has also worked in the aerospace industry for General Electric, McDonnell Douglas, and NASA. Professor Render has co-authored 10 textbooks for Prentice Hall, including Managerial Decision Modeling with Spreadsheets, Quantitative Analysis for Management, Service Management, Introduction to Management Science, and Cases and Readings in Management Science. Quantitative Analysis for Management, now in its 11th edition, is a leading text in that discipline in the United States and globally. Dr. Render's more than 100 articles on a variety of management topics have appeared in Decision Sciences, Production and Operations Management, Interfaces, Information and Management, Journal of Management Information Systems, Socio-Economic Planning Sciences, IIE Solutions, and Operations Management Review, among others. Dr. Render has been honored as an AACSB Fellow and was twice named a Senior Fulbright Scholar. He was Vice President of the Decision Science Institute Southeast Region and served as Software Review Editor for Decision Line for 6 years and as Editor of the New York Times Operations Management special issues for 5 years. From 1984 to 1993, Dr. Render was President of Management Service Associates of Virginia, Inc., whose technology clients included the FBI, the US Navy, Fairfax County, Virginia, and C&P Telephone. He is currently Consulting Editor to Financial Times Press. Dr. Render has taught operations management courses in Rollins College's MBA and Executive MBA programs. He has received that school's Welsh Award as leading professor and was selected by Roosevelt University as the 1996 recipient of the St. Claire Drake Award for Outstanding Scholarship. In 2005, Dr. Render received the Rollins College MBA Student Award for Best Overall Course, and in 2009 was named Professor of the Year by full-time MBA students. Chuck Munson, Professor of Operations Management, Carson College of Business, Washington State University, Pullman, Washington. His received his BSBA summa cum laude in finance, along with his MSBA and PhD in operations management, from Washington University in St. Louis. For 2 years, he served as Associate Dean for Graduate Programs in Business at Washington State. He also worked for 3 years as a financial analyst for Contel Telephone Corporation. Professor Munson serves as a senior editor for Production and Operations Management, and he serves on the editorial review board of 4 other journals. He has published more than 25 articles in such journals as Production and Operations Management, IIE Transactions, Decision Sciences, Naval Research Logistics, European Journal of Operational Research, Journal of the Operational Research Society, and Annals of Operations Research. He is editor of the book The Supply Chain Management Casebook: Comprehensive Coverage and Best Practices in SCM, and he has co-authored the research monograph Quantity Discounts: An Overview and Practical Guide for Buyers and Sellers. He is also coauthor of Managerial Decision Modeling with Spreadsheets (4th Edition), published by Pearson Press. Dr. Munson has taught operations management core and elective courses at the undergraduate, MBA, and PhD levels at Washington State University (WSU). He has also conducted several teaching workshops at international conferences and for PhD students at Washington State University. His major awards include being a Founding Board Member of the Washington State University President's Teaching Academy (2004); winning the WSU College of Business Outstanding Teaching Award (2001 and 2015), Research Award (2004), and Service Award (2009 and 2013); and being named the WSU MBA Professor of the Year (2000 and 2008).

PART 1: INTRODUCTION TO OPERATIONS MANAGEMENT

1. Operations and Productivity
2. Operations Strategy in a Global Environment
3. Project Management
4. Forecasting

PART 2: DESIGNING OPERATIONS

5. Design of Goods and Services
Supplement 5: Sustainability in the Supply Chain
6. Managing Quality
Supplement 6: Statistical Process Control
7. Process Strategies
Supplement 7: Capacity and Constraint Management
8. Location Strategies
9. Layout Strategies
10. Human Resources, Job Design, and Work Measurement

PART 3: MANAGING OPERATIONS

11. Supply Chain Management
Supplement 11: Supply Chain Management Analytics
12. Inventory Management
13. Aggregate Planning and S&OP
14. Material Requirements Planning (MRP) and ERP
15. Short-Term Scheduling
16. Lean Operations
17. Maintenance and Reliability