Skip to main content

Operations Management for MBAs, 5th Edition

Operations Management for MBAs, 5th Edition

Jack R. Meredith, Scott M. Shafer

ISBN: 978-1-118-36997-5

Nov 2012

464 pages

Select type: Paperback


Product not available for purchase


Operations Management for MBAs provides an introduction to the basic concepts of operations management with a strategic, conceptual, and contemporary approach.  Specifically written with the needs of MBA students in mind, current topics such as supply chain management, the balanced scorecard, and yield management, as well as those specific to marketing, finance and other majors are explained with less quantitative and more conceptual content.

With a concise format, this text is designed to allow professors to tailor the course through supplementary cases and other materi­als for the unique nature of various MBA programs and student populations.

Jack Meredith has written eight books on operations management, project management and management science, and his research focus is on the strategic and operational problems that managers face, particularly those concerning the management of advanced technology.  Scott Shafer, one of the nation’s first college professors to earn the Black Belt Six Sigma certification through the American Society for Quality (ASQ), integrates Six Sigma into educational programs as Director of MA Program and Professor of Management. 

Related Resources

Chapter 1: Operations Strategy and Global Competitiveness/1


Customer Value/15

Strategy and Competitiveness/26

Chapter 2: Process Planning and Design/47

Forms of Transformation Systems/51

Selection of a Transformation System/73

Chapter 3: Controlling Processes/91

Monitoring and Control/94

Process Monitoring/95

Process Control/102

Controlling Service Quality/110

Chapter 4: Process Improvement: Minimizing Variation Through Six Sigma/119

Approaches for Process Improvement/124

Business Process Design (Reengineering)/125

Six Sigma and the DMAIC Improvement Process/129

Example Six Sigma Project/132

The Define Phase/133

The Measure Phase/138

The Analyze Phase/149

The Improve Phase/155

The Control Phase/158

Six Sigma in Practice/158

Chapter 5: Process Improvement: Reducing Waste Through Lean/167

History and Philosophy of Lean/171

Traditional Systems Compared with Lean/173

Specify Value/180

Identify the Value Stream/181

Make Value Flow/186

Pull Value Through the Value Stream/191

Pursue Perfection/194

Benefits of Lean/196

Lean Six Sigma/197

Chapter 6: Managing Process Improvement Projects/203

Defining a Project/206

Planning the Project/208

Scheduling the Project/218

Controlling the Project: Earned Value/233

Chapter 7: Supply Chain Management/241

Defining Supply Chain Management/246

Supply Chain Strategy/249

Supply Chain Design/253

Outsourcing and Global Sourcing/259

Inventory Management/265

Role of Information Technology/270

Successful Supply Chain Management/276

Chapter 7 Supplement A: The Beer Game/283

Chapter 7 Supplement B: The Economic Order Quantity Model/289

Chapter 8: Capacity, Scheduling, and Location Planning/297

Long-term Capacity Planning/301

Location Planning Strategies/307

Locating Pure Services/315

Effectively Utilizing Capacity Through Schedule Management/316

Short-term Capacity Planning/328

Chapter 8 Supplement: Forecasting/353

Forecasting Purposes and Methods/354

Time Series Analysis/357

Causal Forecasting with Regression/367


BPO, Incorporated: Call Center Six Sigma Project/381

Peerless Laser Processors/394

United Lock: Door Hardware Division (A)/399

Heublein: Project Management and Control System/413

D. U. Singer Hospital Products Corp./424

Automotive Builders, Inc.: The Stanhope Project/427


  • New mini cases accompany the last three chapters, for more variety, flexibility and opportunities for analysis.
  • New Chapter Opening: Each chapter starts with a diagram depicting where it falls in the flow of the text rather than the details of the topics within each chapter, and is then followed by a discussion of how the topic is related to competitiveness.
  • New coverage of current trends in operations, such as technology (e.g., RFID) and the green/sustainability movement and servicescapes.
  • Material that is conceptual and strategic, to meet the needs of MBA students who will benefit more from discussions and examples than a heavy quantitative presentation.
  • Examples featuring services organizations and international companies to engage and prepare students for the nature of the global economy.
  • Inclusion of The Beer Game, which is used in many MBA classes.