Skip to main content

Operations Management: An Integrated Approach, 5th Edition International Student Version

Operations Management: An Integrated Approach, 5th Edition International Student Version

R. Dan Reid, Nada R. Sanders

ISBN: ES8-1-118-32363-2

Select type: WileyPLUS


In the 5th Edition of Operations Management, Dan Reid and Nada Sanders have strengthened their commitment to improve the teaching and learning experience in the introductory operations management course. The text provides a solid foundation of Operations Management with clear, guided instruction and a balance between quantitative and qualitative concepts. Through an integrated approach, the authors illustrate how all business students will interact with Operations Management in future careers. And, with increased support for students through new pedagogy, worked out examples and WileyPLUS, the 5th Edition provides the help students need to complete the course with greater success. 

Related Resources

Chapter 1. Basics of Operations Management.

What Is Operations Management?

Differences between Manufacturing and Service Organizations.

Operations Management Decisions.

Plan of This Book.

Historical Development.

Today’s OM Environment.

Operations Management in Practice.


Chapter 2. Strategy and Productivity.

The Role of Operations Strategy.

Developing a Business Strategy.

Developing an Operations Strategy.

Strategic Role of Technology.



Chapter 3. Product and Process Design.

Product Design.

The Product Design Process.

Factors Impacting Product Design.

Process Selection.

Designing Processes.

Process Performance Metrics.

Linking Product Design and Process Selection.

Technology Decisions.

Designing Services.


Chapter 4. Global Supply Chain Management.

What Is a Supply Chain?

Components of a Supply Chain for a Manufacturer.

The Bullwhip Effect.

Supply Chains for Service Organizations.

Major Issues Affecting Supply Chain Management.

The Role of Purchasing.

Sourcing Issues.

Supply Chain Distribution.

Implementing Supply Chain Management.

Supply Chain Performance Metrics.

Trends in Supply Chain Management.


Chapter 5. Managing Quality.

Defining Quality.

Cost of Quality.

The Evolution of Total Quality Management (TQM).

The Philosophy of TQM.

Quality Awards and Standards.

Why TQM Efforts Fail.


Chapter 6. Quality Control and Six Sigma.

What Is Statistical Quality Control?

Sources of Variation: Common and Assignable Causes.

Descriptive Statistics.

Statistical Process Control Methods.

Control Charts for Variables.

Control Charts for Attributes.

Process Capability.

Six Sigma Quality.

Acceptance Sampling.

Implication for Managers.

Statistical Quality Control in Services.


Chapter 7. Lean Systems.

The Philosophy of JIT.

Elements of JIT.

Just-in-time Manufacturing.

Total Quality Management.

Respect for People.

Benefits for JIT.

Implementing JIT.

JIT in Services.


Chapter 8. Forecasting and Demand Planning.

Principles of Forecasting.

Steps in the Forecasting Process.

Types of Forecasting Methods.

Time Series Models.

Causal Models.

Measuring Forecast Accuracy.

Selecting the Right Forecasting Model.

Forecasting Software.

Focus Forecasting.

Combining Forecasts.

Collaborative Planning, Forecasting, and Replenishment (CPER).


Chapter 9. Capacity and Location Decisions.

Capacity Planning.

Making Capacity Planning Decisions.

Decision Trees.

Location Analysis.

Making Location Decisions.


Chapter 10. Layout Planning.

What Is Layout Planning?

Types of Layouts.

Designing Process Layouts.

Special Cases of Process Layouts.

Group Technology (Cell) Layouts.


Chapter 11. Job Design and Work Measurement.

Designing a Work System.

Job Design.

Methods Analysis.

The Work Environment.

Work Measurement.

Setting Standard Times.


Learning Curves.


Chapter 12. Inventory Management Policies.

Types of Inventory.

How Companies Use Their Inventory.

Objectives of Inventory Management.

Relevant Inventory Costs.

ABC Inventory Record Accuracy.

Inventory in Service Organizations.

Determining Order Quantities .

Mathematical Models for Determining Order Quantity.

Why Companies Don’t Always Use the Optimal Order Quantity.

Justifying Smaller Order Quantities.

Determining Safety Stock Levels.

Periodic Review System.

The Single-Period Inventory Model.


Chapter 13. Sales and Operations Planning.

The Role of Aggregate Planning.

Types of Aggregate Plans.

Aggregate Planning Options.

Evaluating the Current Situation.

Developing the Aggregate Plan.


Chapter 14. Materials Planning.

Enterprise Resource Planning.

The Evolution of ERP.

The Benefits of ERP.

The Cost of ERP Systems.

Material Planning Systems.

An Overview of MRP.

Types of Demand.

Objectives of MRP.

MRP Inputs.

The MRP Explosion Process.

Action Notices.

Comparison of Lot Size Rules.

The Role of Capacity Requirements Planning (CRP).


Chapter 15. Operations Scheduling.

Scheduling Operations.

High-Volume Operations.

Low-Volume Operations.

Scheduling Work.

How to Sequence Jobs.

Measuring Performance.

Comparing Priority Rules.

Sequencing Jobs through Two Work Centers.

Scheduling Bottlenecks.

Theory of Constraints.

Scheduling for Service Organizations.

Developing a Workforce Schedule.


Chapter 16. PERT, CPM, and Critical Chain.

Project Life Cycle.

Network Planning Techniques.

Estimating the Probability of Completion Dates.

Reducing Project Completion Time.

The Critical Chain Approach.


Appendix A: Solutions to Odd-Numbered Problems.

Appendix B: The Standard Normal Distribution.

Appendix C: P-Chart.

Company Index.

Subject Index.

Supplement A Spreadsheet Modeling: An Introduction.

Supplement B: Introduction to Optimization.

Supplement C: Waiting Line Models.

Supplement D: Master Scheduling and Rough-Cut Capacity Planning.

  • New “Sustainability Link”: This new feature discusses how the chapter topic relates to today’s sustainability concerns and challenges and provides specific business examples that illustrate the issues.
  • The “Supply Chain Link”: This end of chapter section explains the relationships between the chapter topic and supply chain to underscore its increasingly important role in operations management.
  • “Before You Begin” Feature: In order to help students when solving quantitative problems, the Before You Begin feature is placed immediately prior to the solution of most in-chapter example problems and end-of-chapter solved problems and provides problem-solving tips and hints that the student should consider before proceeding to solve the problem.
  • New Decision Sciences Weekly Updates: Wiley’s Weekly Updates news site sparks classroom debate around current events that apply to your business course topics. We save you time by emailing you—every Monday—the most relevant news articles and videos tagged to your textbook and complemented by discussion questions.
  • WileyPLUS: Offering a variety of homework problems, feedback, study tools and complete eTextbook, WileyPLUS for Reid and Sanders, Operations Management 5th Edition provides a clear roadmap for students and builds confidence by taking the guesswork out of studying.
  • Integrated Approach: Integrated coverage of why and how Operations Management is integral to all organizations helps business students connect Operations Management to future business careers.
  • Balanced Coverage: The coverage of quantitative and qualitative concepts is balanced, and further supports student comprehension; applications of these concepts are woven throughout the text with relevant business examples.
  • Virtual Company Interactive Consulting Cases: Two web-based cases featuring a cruise company and a medical consulting company provide assignments for students to solve operations problems, tying all the topics in the book together in a real-life environment.