Table of Contents

Chapter 1Introduction Chapter 2The Process View of the Organization Chapter 3Understanding the Supply Process: Evaluating Process Capacity Chapter 4Estimating and Reducing Labor Costs Chapter 5Project Management Chapter 6The Link between Operations and Finance Chapter 7Batching and Other Flow Interruptions: Set-up Times and the Economic Order Quantity Model Chapter 8Variability and Its Impact on Process Performance: Waiting Time Problems Chapter 9The Impact of Variability on Process Performance: Throughput Losses Chapter 10Quality Management, Statistical Process Control, and Six Sigma Capacity Chapter 11Lean Operations and the Toyota Production System Chapter 12Betting On Uncertain Demand: The Newsvendor Model Chapter 13Assemble-to-order, Make-To-Order and Quick Response with Reactive Capacity Chapter 14Service Levels and Lead Times in Supply Chains: The Order Up-to Inventory Model Chapter 15Risk-Pooling Strategies to Reduce and Hedge Uncertainty Chapter 16Revenue Management with Capacity Controls Chapter 17 Supply Chain Coordination Chapter 18Sustainable Operations Chapter 19Business Model Innovation Appendix A: Statistics Tutorial B: Tables C: Evaluation of the Loss Function D: Equations and Approximations E: Solutions to Selected Practice Problems Glossary References Index of “How to” exhibits Summary of key equations Index

About the Author

Professor Cachon is the Fred R. Sullivan Professor of Operations, Information, and Decisons at The Wharton School of the University of Pennsylvania, where he teaches a variety of undergraduate, MBA, executive, and Ph.D. courses in operations management. His research focuses on operations strategy, and in particular, on how operations are used to gain competitive advantage. 
His administrative responsibilities have included Chair of the Operations, Information and Decisions Department, Vice Dean of Strategic Initiatives for the Wharton School, and President of the Manufacturing and Service Operations Society. He has been named an INFORMS Fellow and a Distinguished Fellow of the Manufacturing and Service Operations Society. 
His articles have appeared in Harvard Business Review, Management Science, Marketing Science, Manufacturing & Service Operations Management, and Operations Research. He is the former editor-in-chief of Manufacturing & Service Operations Management, and Management Science. He has consulted with a wide range of companies, including 4R Systems, Ahold, Americold, Campbell Soup, Gulfstream Aerospace, IBM, Medtronic, and O’Neill. 
Before joining The Wharton School in July 2000, Professor Cachon was on the faculty at the Fuqua School of Business, Duke University. He received a Ph.D. from The Wharton School in 1995. 
He is an avid proponent of bicycle commuting (and other environmentally friendly modes of transportation). Along with his wife and four children he enjoys hiking, scuba diving and photography. Professor Terwiesch is the Andrew M. Heller Professor at the Wharton School of the University of Pennsylvania. He also is a professor in Wharton’s Operations and Information Management Department as well as a Senior Fellow at  the Leonard Davis Institute for Health Economics. His research on operations management, research and development, and innovation management appears in many of the leading academic journals, including Management Science, Operations Research, Marketing Science, and Organization Science. He has received numerous teaching awards for his courses in Wharton’s MBA and executive education programs. Professor Terwiesch has researched with and consulted for various organizations, including a project on concurrent engineering for BMW, supply chain management for Intel and Medtronic, and product customization for Dell. Most of his current work relates to health care and innovation management. In the health care arena, some of Professor Terwiesch’s recent projects include the analysis of capacity allocation for cardiac surgery procedures at the University of California–San Francisco and at Penn Medicine, the impact of emergency room crowding on hospital capacity and revenues (also at Penn Medicine), and the usage of intensive care beds in the Children’s Hospital of Philadelphia. In the innovation area, recent projects include the management of the clinical development portfolio at Merck, the development of open innovation systems, and the design of patient-centered care processes in the Veterans Administration hospital system. 
Professor Terwiesch’s latest book, Innovation Tournaments, outlines a novel, process-based approach to innovation management. The book was featured by BusinessWeek, the Financial Times, and the Sloan Management Review.