Download Matching Supply with Demand: An Introduction to Operations by Gerard Cachon, Christian Terwiesch PDF

By Gerard Cachon, Christian Terwiesch

MATCHING provide WITH call for by way of Cachon and Terwiesch is the main authoritative, state of the art e-book for operations administration MBAs. The booklet calls for rigorous research at the a part of scholars with out requiring constant use of refined mathematical modeling to accomplish it. while using quantitative instruments or formal modeling is indicated, it is just to accomplish the required research had to tell and help a realistic company answer.

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Additional info for Matching Supply with Demand: An Introduction to Operations Management (2nd Ed.)

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1 . Following the logic outl ined above, we can now identify the stationary reactor as the bottleneck of the Circored process. 3 = Minimum {1 20, 1 1 0, 1 1 2, 1 00, 1 3 5, 1 1 8, 1 65} 1 00 H ow long Does It Ta ke t o Prod uce a Certain Amount of Supply? There are many situations where we need to compute the amount of time required to create a certain amount of supply. " Once we have determined the flow rate of the process, this calculation is fairly straightforward. Let X be the amount of supply we want to fulfill.

This is similar to taking the perspective of the patient in a hospital, as opposed to taking the perspective of the hospital resources. To draw a process flow diagram, we first need to focus on a part of the process that we want to analyze in greater detail; that is, we need to define the process boundaries and an appropriate level of detail . The placement of the process boundaries will depend on the project we are working on. , check-in, waiting time, encounter with the nurse). In this project, the encounter with the doctor who requested the lab test would be outside the boundaries of the analysis.

In the next chapter, we will look at a process environment, which is labor­ intensive, where we will track the utilization of labor. All of the definitions we have seen up to this point are independent of whether the resource is a worker or a piece of equipment. Utilization is a performance measure that should be handled with a great deal of care. Specifically, it should be emphasized that the objective of most businesses is to maximize profit, not to maximize utilization. 9, there are two reasons in ' the C ircored case for why an individual resource might not achieve 1 00 percent util ization, thus exhibiting excess capacity.

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