• The result of exhaustive research and thorough understanding of student workflow and learning styles, every 4LTR Press solution comes complete with an engaging print textbook.
• Concise yet comprehensive chapters in a modern design present content in a more engaging and accessible format that increases the number of students who read the chapter without minimizing coverage for your course.
• All OM6 Chapters include a new integrative case with a total of 36 questions. Additional instructor resources -- including Excel templates and Data Sheets -- are available at OM6 Online. In addition, five online-only supplemental chapters offer options for an even deeper dive into operations management.
• Completely revised and updated, OM6 includes expanded discussion of Supply Chain Design, an all-new chapter on Supply Chain Management and Logistics, as well as many new problems, discussion questions, feature boxes, and case studies.
• Coverage of Forecasting and Demand Planning has been moved ahead of the chapter on Capacity Planning.

1. Operations Management and Value Chains.

Operations Management. OM in the Workplace. Understanding Goods and Services. The Concept of Value. Customer Benefit Packages. Value Chains. Value Chain Frameworks. OM: A History of Change and Challenge. Key Challenges.

2. Measuring Performance in Operations and Value Chains.

Types of Performance Measures. Analytics in Operations Management. Designing Measurement Systems in Operations. Models of Organizational Performance.

3. Operations Strategy.

Gaining Competitive Advantage. Understanding Customer Wants and Needs. Evaluating Goods and Services. Competitive Priorities. OM and Strategic Planning. A Framework for Operations Strategy.

4. Technology and Operations Management.

Understanding Technology in Operations. Technology in Value Chains. Benefits and Challenges of Technology. Technology Decisions and Implementation.

5. Goods and Service Design.

Designing Goods and Services. Customer-Focused Design. Designing Manufactured Goods. Service-Delivery System Design. Service-Encounter Design. An Integrative Case Study of LensCrafters.

6. Supply Chain Design.

Global Supply Chains. Supply Chain Design Trade-Offs. A Global Supply Chain: Inditex/Zara. Location Decisions. Supply Chain Optimization.

7. Process, Selection, Design, and Analysis.

Process Choice Decisions. The Product-Process Matrix. The Service-Positioning Matrix. Process Design. Process Analysis and Improvement. Process Design and Resource Utilization.

8. Facility and Work Design.

Facility Layout. Designing Product Layouts. Designing Process Layouts. Workplace and Job Design.

9. Forecasting and Demand Planning.

Forecasting and Demand Planning. Basic Concepts in Forecasting. Statistical Forecasting Models. Regression as a Forecasting Approach. Judgmental Forecasting. Forecasting in Practice.

10. Capacity Management.

Understanding Capacity. Capacity Measurement in Operations. Long-term Capacity Strategies. Short-term Capacity Management. Theory of Constraints.

11. Managing Inventories in Supply Chains.

Understanding Inventory. Inventory Characteristics. ABC Inventory Analysis. Managing Fixed-Quality Inventory Systems. Managing Fixed-Period Inventory Systems. Single-Period Inventory Model. 

12 Supply Chain Management and Logistics.

Managing Supply Chains. Logistics. Risk Management in Supply Chains. Supply Chains in e-Commerce. Measuring Supply Chain Performance. Sustainability in Supply Chains.

13. Resource Management.

Resource Planning Framework for Goods and Services. Aggregate Planning Options. Strategies for Aggregate Planning. Disaggregation in Manufacturing. Capacity Requirements Planning.

14. Operations Scheduling and Sequencing.

Understanding Scheduling and Sequencing. Scheduling Applications and Approaches. Sequencing. Applications of Sequencing Rules. Schedule Monitoring and Control. Vehicle Routing and Scheduling.

15. Quality Management.

Understanding Quality. Influential Leaders in Modern Quality Management. The GAP Model. ISO 9000:2000. Six Sigma. Cost-of-Quality Measurement. The “Seven QC Tools.” Other Improvement Strategies.

16. Quality Control and SPC.

Quality Control Systems. Statistical Process Control and Variation. Constructing Control Charts. Practical Issues in SPC Implementation. Process Capability.

17. Lean Operating Systems.

Principles of Lean Operating Systems. Lean Tools and Approaches. Lean Six Sigma. Lean Manufacturing and Service Tours. Just-in-time Systems.

18. Project Management.

The Scope of Project Management. Techniques for Planning, Scheduling and Controlling Projects. Time/Cost Trade-Offs. Uncertainty in Project Management.

David A. Collier, Florida Gulf Coast University

David A. Collier was the Eminent Scholar, Alico Chair in Operations Management, at the Lutgert College of Business, Florida Gulf Coast University. Dr. Collier earned his B.S. in Mechanical Engineering and M.B.A. from the University of Kentucky and his Ph.D. in Production and Operations Management from The Ohio State University. Dr. Collier previously taught at the Fuqua School of Business at Duke University, the Colgate Darden Graduate School of Business at the University of Virginia, the Fisher College of Business at The Ohio State University and at the University of Warwick in England. Dr. Collier is the recipient of five awards for outstanding journal articles and has written and published eight invited book chapters. Seven of Dr. Collier's cases have been reprinted in major marketing and operations management textbooks and several of his articles have been reprinted in the Harvard Business Review 10 Must Reads series. He has more than 80 refereed publications and has published in journals such as Management Sciences, Decision Sciences, Journal of Operations Management, Production & Operations Management, International Journal of Operations and Production Management, Business Horizons, Journal of Service Science and International Journal of Service Industry Management. Dr. Collier's work has more than 10,000 reads and 4,000 citations, according to Research Gate. Dr. Collier was also selected to the 1991 and 1992 Board of Examiners for Malcolm Baldrige National Quality Award. In addition, Dr. Collier is the author of six books on service, quality and operations management, including SERVICE MANAGEMENT: THE AUTOMATION OF SERVICES, SERVICE MANAGEMENT: OPERATING DECISIONS; THE SERVICE/QUALITY SOLUTION: USING SERVICE MANAGEMENT TO GAIN COMPETITIVE ADVANTAGE; OPERATIONS MANAGEMENT: GOODS, SERVICES AND VALUE CHAINS; OPERATIONS AND SUPPLY CHAIN MANAGEMENT; and OM6.

James Evans, Carl H. Lindner College of Business, University of Cincinnati

James R. Evans is Professor Emeritus in the Department of Operations, Business Analytics and Information Systems in the Lindner College of Business at the University of Cincinnati. He has served as president of the Decision Sciences Institute and served for 11 years on the Board of Examiners and Panel of Judges for the Malcolm Baldrige National Quality Award. He has been editor of the Quality Management Journal, has been published by the American Society for Quality and has served on editorial boards of numerous other journals. Dr. Evans has published 100 refereed papers and more than 50 editions of leading books in operations management, quality, Six Sigma and business analytics. During the annual Quality Congress in May 2004, the American Society for Quality presented Dr. Evans and co-author Dr. William Lindsay with the Philip B. Crosby Medal for THE MANAGEMENT AND CONTROL OF QUALITY, 5th Edition, also published by Cengage, and now in its 11th edition. The Crosby medal was presented "for authoring a distinguished book contributing significantly to the extension of the philosophy and application of the principles, methods and techniques of quality management."