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Operations Management: An Integrated Approach 7th Revised edition [köitmata]

(Uuem väljaanne: 9781119905523)
3.62/5 (59 hinnangut Goodreads-ist)
(Northeastern University), (University of New Hampshire)
  • Formaat: Loose-leaf, 656 pages, kõrgus x laius x paksus: 272x208x23 mm, kaal: 1202 g, Contains 1 Loose-leaf
  • Ilmumisaeg: 05-Dec-2019
  • Kirjastus: John Wiley & Sons Inc
  • ISBN-10: 1119497388
  • ISBN-13: 9781119497387 (Uuem väljaanne: 9781119905523)
Teised raamatud teemal:
Operations Management: An Integrated Approach 7th Revised editionSuurem pilt
  • Formaat: Loose-leaf, 656 pages, kõrgus x laius x paksus: 272x208x23 mm, kaal: 1202 g, Contains 1 Loose-leaf
  • Ilmumisaeg: 05-Dec-2019
  • Kirjastus: John Wiley & Sons Inc
  • ISBN-10: 1119497388
  • ISBN-13: 9781119497387 (Uuem väljaanne: 9781119905523)
Teised raamatud teemal:
Püsilink: https://www.kriso.ee/db/9781119497387.html
As the business environment continues to rapidly change, Dan Reid and Nada Sanders have developed an integrated approach that makes the introductory OM course accessible and engaging for all business majors. Beyond providing a solid foundation, this course covers emerging topics like Artificial Intelligence, Robotics, Data Analytics, and Sustainability and gives equal time to strategic and tactical decisions in both service and manufacturing organizations. 
From the Authors v
Making Operations Management Personal vi
Changes To This Edition viii
Improved Learning Outcomes With Wileyplus x
Acknowledgments xii
About the Authors xiv
1 Introduction to Operations Management
1(24)
Chapter Overview
1(1)
What Is Operations Management?
2(2)
Differences between Manufacturing and Service Organizations
4(2)
Operations Management Decisions
6(3)
Historical Development
9(1)
Why OM?
9(1)
Historical Milestones
9(1)
The Industrial Revolution
10(1)
Scientific Management
11(1)
The Human Relations Movement
11(1)
Management Science
12(1)
The Computer Age
12(1)
Just-in-Time
12(1)
Total Quality Management
13(1)
Business Process Reengineering
13(1)
Flexibility
13(1)
Time-Based Competition
13(1)
Supply Chain Management
14(1)
Global Marketplace
15(1)
Sustainability and Green Operations
15(1)
Electronic Commerce
15(1)
Outsourcing and Flattening of the World
16(1)
Big Data Analytics
16(1)
Today's OM Environment
17(1)
Operations Management in Practice
17(1)
Within OM: How It All Fits Together
18(1)
OM across the Organization
18(2)
The Supply Chain Link
20(1)
The Sustainability Link
20(1)
Case: Hightone Electronics, Inc.
21(1)
Case: Creature Care Animal Clinic (A)
21(1)
Case: Analytics in Decision Making
22(1)
Interactive Case: Virtual Company
22(1)
Internet Challenge: Demonstrating Your Knowledge of OM
23(2)
Chapter Highlights / Key Terms / Discussion Questions / Selected Bibliography
2 Operations Strategy and Competitiveness
25(24)
Chapter Overview
25(1)
The Role of Operations Strategy
26(1)
The Importance of Operations
Strategy
27(1)
Developing a Business Strategy
27(1)
Mission
27(1)
Environmental Scanning
28(1)
Core Competencies
29(1)
Putting It Together
30(1)
Developing an Operations Strategy
31(1)
Competitive Priorities
31(3)
The Need for Trade-Offs
34(1)
Order Winners and Qualifiers
34(1)
Translating Competitive Priorities into Production Requirements
35(1)
Strategic Role of Technology
36(1)
Types of Technologies
36(1)
Technology as a Tool for Competitive Advantage
36(1)
Productivity
37(1)
Measuring Productivity
37(2)
Interpreting Productivity Measures
39(1)
Productivity and Competitiveness
39(1)
Productivity and the Service Sector
40(1)
Operations Strategy within OM: How It All Fits Together
40(1)
Operations Strategy across the Organization
41(1)
The Supply Chain Link
41(1)
The Sustainability Link
42(1)
Solved Problems
42(1)
Case: Prime Bank of Massachusetts
43(1)
Case: Boseman Oil and Petroleum (BOP)
44(1)
Case: Analytics in Decision Making
45(1)
Interactive Case: Virtual Company
45(1)
Internet Challenge: Understanding Strategic Differences
46(3)
Chapter Highlights / Key Terms / Formula Review / Discussion Questions / Problems / Selected Bibliography
3 Product Design and Process Selection
49(40)
Chapter Overview
49(1)
Product Design
50(1)
Design of Services versus Goods
51(1)
The Product Design Process
51(1)
Idea Development
51(1)
Product Screening
52(3)
Preliminary Design and Testing
55(1)
Final Design
55(1)
Factors Impacting Product Design
55(1)
Design for Manufacture
55(1)
Product Life Cycle
56(1)
Concurrent Engineering
57(1)
Remanufacturing
58(1)
Process Selection
58(1)
Types of Processes
58(3)
Designing Processes
61(3)
Process Performance Metrics
64(1)
Linking Product Design and Process Selection
65(1)
Product Design Decisions
66(1)
Competitive Priorities
67(1)
Facility Layout
67(1)
Product and Service Strategy
68(1)
Degree of Vertical Integration
69(1)
Technology Decisions
70(1)
Information Technology
70(1)
Automation
71(2)
E-manufacturing
73(1)
Designing Services
74(1)
How Are Services Different from Manufacturing?
75(1)
How Are Services Classified?
75(1)
The Service Package
76(1)
Differing Service Designs
77(2)
Product Design and Process Selection within OM: How It All Fits Together
79(1)
Product Design and Process Selection Across the Organization
79(1)
The Supply Chain Link
80(1)
The Sustainability Link
80(1)
Solved Problems
81(2)
Case: Biddy's Bakery (BB)
83(1)
Case: Creature Care Animal Clinic (B)
83(1)
Case: Analytics in Decision Making
84(1)
Interactive Case: Virtual Company
84(1)
Internet Challenge: Country Comfort Furniture
85(4)
Chapter Highlights / Key Terms / Formula Review / Discussion Questions / Problems / Selected Bibliography
4 Supply Chain Management
89(46)
Chapter Overview
89(1)
Basic Supply Chains
90(1)
Components of a Supply Chain for a Manufacturer
91(2)
A Supply Chain for a Service Organization
93(1)
The Bullwhip Effect
94(2)
Issues Affecting Supply Chain Management
96(1)
E-commerce and Supply Chains
96(2)
Consumer Expectations and Competition Resulting from E-commerce
98(1)
Globalization
99(2)
Infrastructure Issues
101(1)
Government Regulation and E-commerce
102(1)
Green Supply Chain Management
102(3)
The Role of Purchasing
105(1)
Traditional Purchasing and E-purchasing
105(3)
Sourcing Decisions
108(1)
Insourcing versus Outsourcing Decisions
109(2)
Developing Supplier Relationships
111(1)
How Many Suppliers?
111(1)
Developing Partnerships
112(3)
Supplier Management Ethics
115(1)
The Role of Warehouses
116(2)
Crossdocking
118(1)
Radio Frequency Identification Technology (RFID)
119(1)
Third-Party Service Providers
120(1)
Implementing Supply Chain Management
121(1)
Strategies for Leveraging Supply Chain
Management
122(1)
Supply Chain Performance Metrics
123(1)
Supply Chain Management within OM: How It All Fits Together
124(1)
SCM Across the Organization
125(1)
The Supply Chain Link
125(1)
The Sustainability Link
125(1)
Solved Problems
126(1)
Case: Electronic Personal Heart Rate Monitors Supply Chain Management Game
127(2)
Case: Supply Chain Management at Durham International Manufacturing Company (DIMCO)
129(1)
Case: Analytics in Decision Making
130(1)
Interactive Case: Virtual Company
130(1)
Internet Challenge: Global Shopping
131(4)
Chapter Highlights / Key Terms / Formula Review / Discussion Questions / Problems / Selected Bibliography
5 Total Quality Management
135(32)
Chapter Overview
135(1)
Defining Quality
136(1)
Differences between Manufacturing and Service Organizations
137(1)
Cost of Quality
138(1)
The Evolution of Total Quality Management (TQM)
139(1)
Quality Gurus
140(3)
The Philosophy of TQM
143(1)
Customer Focus
144(1)
Continuous Improvement
144(1)
Employee Empowerment
145(1)
Use of Quality Tools
146(3)
Product Design
149(4)
Process Management
153(1)
Managing Supplier Quality
153(1)
Quality Awards and Standards
154(1)
The Malcolm Baldrige National Quality Award (MBNQA)
154(1)
The Deming Prize
155(1)
ISO 9000 Standards
155(1)
ISO Standards for Sustainability Reporting
156(1)
Why TQM Efforts Fail
156(1)
Total Quality Management (TQM) within OM: How It All Fits Together
157(1)
Total Quality Management (TQM) across the Organization
157(1)
The Supply Chain Link
158(1)
The Sustainability Link
159(1)
Solved Problems
159(1)
Case: Gold Coast Advertising (GCA)
160(1)
Case: Delta Plastics, Inc. (A)
160(2)
Case: Analytics in Decision Making
162(1)
Interactive Case: Virtual Company
162(1)
Internet Challenge: Snyder Bakeries
163(4)
Chapter Highlights / Key Terms / Formula Review / Discussion Questions / Problems / Selected Bibliography
6 Statistical Quality Control
167(47)
Chapter Overview
167(1)
What Is Statistical Quality Control?
168(1)
Sources of Variation: Common and Assignable Causes
169(1)
Descriptive Statistics
169(1)
The Mean
170(1)
The Range and Standard Deviation
170(1)
Distribution of Data
170(1)
Statistical Process Control Methods
171(1)
Developing Control Charts
171(1)
Types of Control Charts
172(1)
Control Charts for Variables
173(1)
Mean (x-Bar) Charts
173(3)
Range (R) Charts
176(2)
Using Mean and Range Charts Together
178(1)
Control Charts for Attributes
179(1)
p-Charts
180(1)
c-Charts
180(5)
Process Capability
185(1)
Measuring Process Capability
185(4)
Six Sigma Quality
189(1)
Acceptance Sampling
190(1)
Sampling Plans
191(1)
Operating Characteristic (OC) Curves
192(1)
Developing OC Curves
193(1)
Average Outgoing Quality
194(2)
Implications for Managers
196(1)
How Much and How Often to Inspect
196(1)
Whereto Inspect
197(1)
Which Tools to Use
197(1)
Statistical Quality Control in Services
198(1)
Statistical Quality Control (SQC) within OM: How It All Fits Together
199(1)
Statistical Quality Control (SQC) Across the Organization
199(1)
The Supply Chain Link
200(1)
The Sustainability Link
200(1)
Solved Problems
201(5)
Case: Scharadin Hotels
206(1)
Case: Delta Plastics, Inc. (B)
207(1)
Case: Analytics in Decision Making
207(1)
Interactive Case: Virtual Company
208(1)
Internet Challenge: Safe-Air
208(6)
Chapter Highlights / Key Terms / Formula Review / Discussion Questions / Problems / Selected Bibliography
7 Just-in-Time and Lean Systems
214(31)
Chapter Overview
214(1)
The Philosophy of JIT
215(1)
Eliminate Waste
215(1)
A Broad View of Operations
216(1)
Simplicity
216(1)
Continuous Improvement
216(1)
Visibility
216(1)
Flexibility
217(1)
Elements of JIT
217(1)
Just-in-Time Manufacturing
218(1)
Total Quality Management (TQM)
219(1)
Respect for People
219(1)
Just-in-Time Manufacturing
220(1)
The Pull System
220(1)
Kanban Production
221(2)
Variations of Kanban Production
223(1)
Small Lot Sizes and Quick Setups
224(1)
Uniform Plant Loading
225(1)
Flexible Resources
226(1)
Facility Layout
226(1)
Total Quality Management
227(1)
Product versus Process
228(1)
Quality at the Source
228(1)
Preventive Maintenance
229(1)
Work Environment
229(1)
Respect for People
230(1)
The Role of Production Employees
230(1)
Lifetime Employment
231(1)
The Role of Management
231(1)
Supplier Relationships
232(1)
Benefits of JIT
233(1)
Implementing JIT
234(2)
JIT in Services
236(1)
Improved Quality
236(1)
Uniform Facility Loading
236(1)
Use of Multifunction Workers
236(1)
Reductions in Cycle Time
236(1)
Minimizing Setup Times and Parallel Processing
236(1)
Workplace Organization
237(1)
JIT and Lean Systems within OM: How It All Fits Together
237(1)
JIT and Lean Systems across the Organization
237(1)
The Supply Chain Link
238(1)
The Sustainability Link
238(1)
Solved Problems
239(1)
Case: Katz Carpeting
239(1)
Case: Dixon Audio Systems
240(1)
Case: Analytics in Decision Making
241(1)
Interactive Case: Virtual Company
241(1)
Internet Challenge: Truck-Fleet, Inc.
242(3)
Chapter Highlights / Key Terms / Formula Review / Discussion Questions / Problems / Selected Bibliography
8 Forecasting
245(48)
Chapter Overview
245(1)
Principles of Forecasting
246(1)
Steps in the Forecasting Process
246(1)
Types of Forecasting Methods
247(1)
Qualitative Methods
248(1)
Quantitative Methods
249(2)
Time Series Models
251(1)
Forecasting Level or Horizontal Pattern
252(8)
Forecasting Trend
260(3)
Forecasting Seasonality
263(3)
Causal Models
266(1)
Linear Regression
266(3)
Multiple Regression
269(1)
Measuring Forecast Accuracy
270(1)
Forecast Accuracy Measures
270(2)
Tracking Signal
272(1)
Selecting the Right Forecasting Model
273(1)
Forecasting Software
274(1)
Predictive Analytics and Forecasting
275(1)
Combining Forecasting
276(1)
Collaborative Planning, Forecasting, and Replenishment (CPFR)
276(1)
Forecasting within OM: How It All Fits Together
277(1)
Forecasting across the Organization
278(1)
The Supply Chain Link
278(1)
The Sustainability Link
278(1)
Solved Problems
279(5)
Case: Bram-Wear
284(1)
Case: The Emergency Room (ER) at Northwest General (A)
285(1)
Case: Analytics in Decision Making
286(1)
Interactive Case: Virtual Company
286(1)
Internet Challenge: Online Data Access
286(7)
Chapter Highlights / Key Terms / Formula Review / Discussion Questions / Problems / Selected Bibliography
9 Capacity Planning and Facility Location
293(36)
Chapter Overview
293(1)
Capacity Planning
294(1)
Why is Capacity Planning Important?
294(1)
Measuring Capacity
295(1)
Capacity Considerations
296(3)
Making Capacity Planning Decisions
299(1)
Identify Capacity Requirements
300(1)
Develop Capacity Alternatives
300(1)
Evaluate Capacity Alternatives
301(1)
Decision Trees
301(3)
Location Analysis
304(1)
What is Facility Location?
304(1)
Factors Affecting Location Decisions
304(2)
Globalization
306(2)
Making Location Decisions
308(1)
Procedure for Making Location Decisions
308(1)
Procedures for Evaluating Location Alternatives
308(10)
Capacity Planning and Facility Location within OM: How It All Fits Together
318(1)
Capacity Planning and Facility Location across the Organization
318(1)
The Supply Chain Link
318(1)
The Sustainability Link
319(1)
Solved Problems
319(3)
Case: Data Tech, Inc.
322(1)
Case: The Emergency Room (ER) at Northwest General (B)
323(1)
Case: Analytics in Decision Making
323(1)
Interactive Case: Virtual Company
323(1)
Internet Challenge: EDS Office Supplies, Inc.
324(5)
Chapter Highlights / Key Terms / Formula Review / Discussion Questions / Problems / Selected Bibliography
10 Facility Layout
329(34)
Chapter Overview
329(1)
What Is Layout Planning?
330(1)
Types of Layouts
330(1)
Process Layouts
330(1)
Product Layouts
331(2)
Hybrid Layouts
333(1)
Fixed-Position Layouts
333(1)
Designing Process Layouts
333(6)
Step 1 Gather Information
334(2)
Step 2 Develop a Block Plan
336(3)
Step 3 Develop a Detailed Layout
339(1)
Special Cases of Process Layout
339(1)
Warehouse Layouts
340(2)
Office Layouts
342(1)
Designing Product Layouts
343(5)
Step 1 Identify Tasks and Their Immediate Predecessors
344(1)
Step 2 Determine Output Rate
345(1)
Step 3 Determine Cycle Time
345(2)
Step 4 Compute the Theoretical Minimum Number of Stations
347(1)
Step 5 Assign Tasks to Workstations (Balance the Line)
347(1)
Step 6 Compute Efficiency, Idle Time, and Balance Delay
348(1)
Other Considerations
348(1)
Group Technology (Cell) Layouts
349(1)
Facility Layout within OM: How It All Fits Together
350(1)
Facility Layout across the Organization
350(1)
The Supply Chain Link
351(1)
The Sustainability Link
351(1)
Solved Problems
352(2)
Case: Sawhill Athletic Club (A)
354(1)
Case: Sawhill Athletic Club (B)
355(1)
Case: Analytics in Decision Making
356(1)
Interactive Case: Virtual Company
356(1)
Internet Challenge: DJ and Associates, Inc.
356(7)
Chapter Highlights / Key Terms / Formula Review / Discussion Questions / Problems / Selected Bibliography
11 Work System Design
363(36)
Chapter Overview
363(1)
Work System Design
364(1)
Job Design
364(1)
Job Design
364(1)
Machines or People?
365(1)
Level of Labor Specialization
366(1)
Eliminating Employee Boredom
366(1)
Team Approaches to Job Design
367(1)
The Alternative Workplace
368(2)
The Work Environment
370(1)
Methods Analysis
370(2)
Work Measurement
372(2)
Developing Standards
374(7)
Developing a Standard Work Sampling
381(1)
Learning Curve Theory
382(3)
Compensation
385(1)
Group Incentive Plans
385(1)
Incentive Plan Trends
386(1)
Work System Design within OM: How It All Fits Together
386(1)
Work System Design across the Organization
387(1)
The Supply Chain Link
387(1)
The Sustainability Link
388(1)
Solved Problems
388(3)
Case: The Navigator III
391(1)
Case: Northeast State University
391(1)
Case: Analytics in Decision Making
392(1)
Interactive Case: Virtual Company
392(1)
Internet Challenge: E-commerce Job Design
393(6)
Chapter Highlights / Key Terms / Formula Review / Discussion Questions / Problems / Selected Bibliography
12 Inventory Management
399(48)
Chapter Overview
399(1)
Basic Inventory Principles
400(1)
How Manufacturers Use Inventory
400(1)
Inventory in Service Organizations
401(1)
Inventory Management Objectives
402(1)
Customer Service
403(1)
Cost-Efficient Operations
404(1)
Minimum Inventory Investment
404(2)
Relevant Inventory Costs
406(2)
ABC Inventory Classification
408(3)
Inventory Record Accuracy
411(2)
Determining Order Quantities
413(1)
Nonmathematical Techniques for Determining Order Quantity
413(1)
Mathematical Models for Determining Order Quantity
414(10)
The Single-Period Inventory Model
424(2)
Why Companies Don't Always Use the Optimal Order Quantity
426(1)
How a Company Justifies Smaller Order Quantities
426(2)
Determining Safety Stock Levels
428(2)
The Periodic Review System
430(2)
Comparing Continuous Review Systems and Periodic Review Systems
432(1)
Inventory Management within OM: How It All Fits Together
433(1)
Inventory Management across the Organization
433(1)
The Supply Chain Link
434(1)
The Sustainability Link
434(1)
Solved Problems
434(4)
Case: FabQual Ltd.
438(1)
Case: Kayaksllncorporated
438(1)
Case: Analytics in Decision Making
439(1)
Interactive Case: Virtual Company
440(1)
Internet Challenge: Community Fundraiser (A)
440(7)
Chapter Highlights / Key Terms / Formula Review / Discussion Questions / Problems / Selected Bibliography
13 Aggregate Planning
447(33)
Chapter Overview
447(1)
Business Planning
448(2)
Aggregate Planning Options
450(1)
Demand-Based Options
450(1)
Capacity-Based Options
451(1)
Evaluating the Current Situation
452(2)
Aggregate Plan Strategies
454(1)
Level Aggregate Plan
454(1)
Chase Aggregate Plan
455(1)
Hybrid Aggregate Plan
455(1)
Developing the Aggregate Plan
456(1)
Aggregate Plans for Companies with Tangible Products
457(4)
Aggregate Plans for Companies with Nontangible Products
461(4)
Aggregate Planning within OM: How It All Fits Together
465(1)
Aggregate Planning across the Organization
465(1)
The Supply Chain Link
466(1)
The Sustainability Link
466(1)
Solved Problems
467(6)
Case: Newmarket International Manufacturing Company (A)
473(1)
Case: JPC, Inc.: Kitchen Countertops Manufacturer
474(1)
Interactive Case: Virtual Company
474(1)
Case: Analytics in Decision Making
475(1)
Internet Challenge: Cruising
475(5)
Chapter Highlights / Key Terms / Discussion Questions / Problems /Selected Bibliography
14 Resource Planning
480(37)
Chapter Overview
480(1)
Enterprise Resource Planning
481(1)
The Evolution of ERP Systems
482(2)
The Benefits and Costs of ERP
484(1)
The Benefits of ERP Systems
484(1)
The Costs of ERP Systems
485(1)
Material Planning Systems
486(1)
An Overview of Material Planning Systems
487(1)
Objectives of MRP
487(1)
Types of Demand
488(1)
The Operating Logic of MRP
489(5)
How MRP Works
494(4)
Action Notices
498(1)
Comparing Different Lot Size Rules
499(1)
Capacity Requirements Planning (CRP)
500(2)
Resource Planning within OM: How It All Fits Together
502(1)
Resource Planning across the Organization
503(1)
The Supply Chain Link
504(1)
The Sustainability Link
504(1)
Solved Problems
504(4)
Case: Newmarket International Manufacturing Company (B)
508(2)
Case: Desserts by J.B.
510(1)
Case: Analytics in Decision Making
510(1)
Interactive Case: Virtual Company
511(1)
Internet Challenge: The Gourmet Dinner
512(5)
Chapter Highlights / Key Terms / Formula Review / Discussion Questions / Problems / Selected Bibliography
15 Scheduling
517(33)
Chapter Overview
517(1)
Basic Scheduling Concepts
518(1)
Scheduling High-Volume Operations
518(1)
Scheduling Low-Volume Operations
519(1)
Shop Loading Methods
520(3)
Developing a Schedule of Operations
523(2)
Scheduling Performance Measures
525(2)
Using Different Priority Rules
527(3)
Sequencing Jobs through Two Work Centers
530(2)
Optimized Production Technology
532(1)
Scheduling Bottlenecks
532(2)
Theory of Constraints
534(1)
Scheduling Issues for Service Organizations
534(1)
Scheduling Techniques for Service Organizations
535(1)
Scheduling Employees
535(1)
Developing a Workforce Schedule
536(2)
Scheduling within OM: Putting It All Together
538(1)
Scheduling across the Organization
538(1)
The Supply Chain Link
539(1)
The Sustainability Link
539(1)
Solved Problems
539(4)
Case: Air Traffic Controller School (ATCS)
543(1)
Case: Scheduling at Red, White, and Blue Fireworks Company
544(1)
Interactive Case: Virtual Company
544(1)
Case: Analytics in Decision Making
545(1)
Internet Challenge: Batter Up
545(5)
Chapter Highlights / Key Terms / Formula Review / Discussion Questions / Problems / Selected Bibliography
16 Project Management
550(34)
Chapter Overview
550(1)
The Project Life Cycle
551(1)
Project Management Concepts
552(12)
Step 1 Describe the Project
553(1)
Step 2 Diagram the Network
553(2)
Step 3 Estimate the Project's Completion Time
555(1)
Step 3 (a) Deterministic Time Estimates
555(3)
Step 3 (b) Probabilistic Time Estimates
558(5)
Step 4 Monitor the Project's Progression
563(1)
Estimating the Probability of Completion Dates
564(2)
Reducing Project Completion Time
566(1)
Crashing Projects
567(2)
The Critical Chain Approach
569(1)
Adding Safety Time
569(1)
Wasting Safety Time
569(1)
Project Management within OM: How It All Fits Together
570(1)
Project Management OM Across the Organization
571(1)
The Supply Chain Link
571(1)
The Sustainability Link
572(1)
Solved Problems
572(4)
Case: The Research Office Moves
576(1)
Case: Writing a Textbook
576(1)
Case: Analytics in Decision Making
577(1)
Interactive Case: Virtual Company
578(1)
Internet Challenge: Creating Memories
578(6)
Chapter Highlights / Key Terms / Formula Review / Discussion Questions / Problems / Selected Bibliography
Appendix A Solutions to Odd Problems 584(24)
Appendix B The Standard Normal Distribution 608(1)
Appendix C p-Chart 609(4)
Company Index 613(2)
Subject Index 615