documentsn.com

Operations and Supply ChainManagement16th EditionJacobs, ChaseISBN: 9781260238907 / 1260238903 / 2021The revisions to the sixteenth edition are a reflection of how the field is changing and an intent to makethe material relevant to students. Each chapter is organized around a short set of learning objectives.These learning objectives define the major sections of each chapter. A complete set of DiscussionQuestions together with Objective Questions, which include concepts and problems, are included.SEE LIST OF CHANGES ATTACHED.SupportAtEveryStep.com: Your place for above and beyond in-person and self-service support.

It All Starts with YouMcGraw-Hill Connect is a course management and adaptivelearning solution that enhances your unique voice andteaching style. As your partner, we’re committed to helpingyou achieve your course goals and unlock student potential.That’s why we’ve made meaningful updates to this edition.New In Connect:Smartbook 2.0 – Our adaptive reading experiencehas been made more personal, accessible,productive, and mobile.Interactive Data Problems – Data problems thatallow students to visualize and interact with data indifferent ways. Students use this tool to manipulatedata and answer a variety of accompanying problemsthat test multiple levels of understanding.Guided Examples – Narrated and animated step-bystep video walkthroughs using a different version ofthe assigned problem. They offer immediatefeedback and focus on the areas where studentsneed the most guidance on problems they’re workingin Connect.Application-Based ActivitiesApplication-Based Activities: Practice Operations –A 3D, interactive, game-based simulation for studentsto manage operations of a clothing manufacturingand distribution company that provides real-worlddecision making and operations management skills.Operations Management Videos – Assignableconcept videos and on-location videos available in allOM titles.Operations Management in the News – A blog andnewsletter created by OM faculty for OM faculty,containing up-to-date news articles and video,followed by critical thinking questions for use in classproviding relevancy and student interest.Learning that Fitsmheducation.link/smartbook2

Additional Value When You Upgrade NEW! Free mobile access to SmartBook 2.0 assignments and the digital textbook with theReadAnywhere app. NEW! Remoting proctoring and browser-locking capabilities allowing for more control over theintegrity of online assessments. NEW! Ability to create enhanced assignments personalized to each student’s needs. Accessibility and student data security enhancements. More advanced student and class reporting capabilities. 99.99% platform uptimeVisit mheducation.com/connect for details.

Changes to Jacobs: Operations and Supply Chain Management, 16eChapter 1: Introduction New material was added to categorize service businesses into four main types. New examples fromApple Computer and IBM were added. The section on careers in OSCM was streamlined. The OSCMconcepts timeline now includes the Internet of Things (which has become a major topic in the old ERPchapter). The section “How Does Wall Street Evaluate Efficiency?” has been removed from the chapterand is now an Analytic Exercise at the end of the chapter. This material can now be optionally assignedas an exercise.Chapter 2: Strategy The opening vignette now features Alphabet’s (Google’s) operations strategy. The material onsustainability was moved to learning objective 5 (the last one in the chapter). This change wassuggested by book adopters. The chapter now starts with defining operations and supply chainstrategy. BMW is now a featured example in “The Notion of Trade-Offs” section. The Tao of Timbuk2case as updated to reflect what the company is currently doing (outsourcing some items to China).Chapter 3: Design of Products and Services An OSCM at Work box entitled Samsung Electronics—“Inspire the World, Create the Future” wasadded. The IKEA case was shortened and updated to reflect what the company is doing with mugsnow. A new exercise entitled “Case: Comparison of Competing Products” was added to replace theDental Spa case. The new case is designed to show the student how to identify product attributes thatare important to customers interested in purchasing a product. The new case can be used as an inclass exercise or as an assignment.Chapter 4: Projects The chapter was reorganized by moving network planning models after earned value managementconcepts. This places more management (big picture) topics early in the chapter and the analyticslater, a change suggested by book adopters. The Analytics Exercise: “Product Design Project” wasupdated to bring it more in line with current practice.Chapter 5: Strategic Capacity Management The opening vignette now features Tesla and Model 3 manufacturing. Example 5.1: “DeterminingCapacity Requirements” was totally rewritten to make it easier to understand. The Shouldice Hospitalcase was updated based on what is currently happening with the Canadian company.Chapter 5S: Investment Analysis This is a supplement that can be optionally assigned. Because many product, project, and capacitydecisions require a financial analysis the supplement was placed here so students have a quickreference to the basic concepts such as fixed and variable costs, payback calculations, and presentvalue analysis.Chapter 6: Learning Curves The opening vignette now features Tesla and the learning curve experienced by the company duringthe initial production of their Model S, X, and 3 cars. Rather than using the learning curve tables,students are now directed to a new app that can be run from a cell phone for doing these calculations.The app is free and can be accessed through the author’s website.Chapter 7: Manufacturing Processes Example 7.1: “Break-Even Analysis” was changed to make it easier to understand.For more information, contact your rep at mhhe.com/rep or visitmheducation.com

Changes to Jacobs: Operations and Supply Chain Management, 16eChapter 7S: Manufacturing Technology This is a supplement that describes the technologies used in manufacturing. Terminology such asnumerically controlled machines, robots, and manufacturing cells are described. This can be optionallyassigned depending on the emphasis in the course.Chapter 8: Facility Layout The opening vignette now features the Amazon Go cashier-less grocery store. The Analytics Exercise:“Designing a Manufacturing Process” was updated to better reflect current industry thought.Chapter 9: Services The opening vignette now features Amazon. A new section (and key term) was added that describesWeb platform businesses. These are the new virtual services that operate completely from theInternet. The distinction between “pure” and “hybrid” business is made in the description. The casePizza USA was updated.Chapter 9S: Health Care This is a supplement that describes how this industry works from an operations and supply chain view.Technology, inventory management, and performance measures are topics covered in the supplement.Chapter 10: Waiting Line Analysis and Simulation The notation used in the queuing models was simplified to make it less confusing. Rather than usingequations and tables, students are now directed to a new app that can be run from a cell phone fordoing these waiting line calculations. The app is free and can be accessed through the author’swebsite.Chapter 11: Process Design and Analysis The Las Vegas S machine example has been updated to reflect the current state of automation. A newcase entitled “Runners Edge” replaces the casino money-handling case. The new case centers on theanalysis of a call center process.Chapter 11S: Operations Consulting This supplement describes management consulting companies and the operations and supply chainconsulting practices run by these companies. The economics of how levels of employees are used andthe types of projects undertaken are described. The tools used by the companies are also described.The idea of the supplement is to relate what these companies do to the material in the book.Chapter 12: Six Sigma Quality The opening vignette now features Disney. The description of the Malcolm Baldrige National QualityAward was updated. The explanation of the goal of having 3.4 defects out of a million units wassimplified. The case “Tesla’s Quality Challenge” was updated based on what the company is now doingwith the Model 3 and Model Y.Chapter 13: Statistical Quality Control The notation and terminology that relates to the “sample” standard deviation was made consistentthroughout the chapter.For more information, contact your rep at mhhe.com/rep or visitmheducation.com