Dynamic Modeling for Business Management

PrefaceChapter 1. Introduction to ITHINK1.1 Introduction 1.2 Static, comparative static, and dynamic models1.3 Model components1.4 Modeling in ITHINK 1.5 The detailed modeling processChapter 2. Modeling of Dynamic Business Systems2.1 Introduction2.2 Making the organization more manageable-systems and processes2.3 Creating and using a model2.4 Structural complexity-a market share model2.5 Complexity due to random variation-an order control process2.6 Further benefits of dynamic modeling2.7 Organization principle of this bookChapter 3. Measuring Process Performance3.1 Introduction3.2 Financial measures of performance3.3 The basic profit model3.4 The role of time, borrowing, and lending3.5 Choosing among alternatives3.6 Optimizing at the level of the firm3.7 Issues with financial measures3.8 Beyond process output measures3.9 The process model approachChapter 4. Single-Step Processes4.1 Introduction4.2 The basic process model and Little's Law4.3 Queuing systems4.4 Transient queuing behavior4.5 Further modeling with queuing systemsChapter 5. Multistep Serial Workflow Processes 5.1 Introduction5.2 Modeling multistep processes in ITHINK5.3 Specifying models/modeling objectives5.4 An uncoupled process-an order handling process5.5 A tightly coupled process-a fast food restaurant process5.6 Other configurationsChapter 6. Multistep parallel workflow processes6.1 Introduction6.2 Parallel queuing models-designing a checkout system6.3 Resource implications-the fast food restaurant revisited6.4 Telephone call center model-balking6.5 Machine repair model6.6 Batching-a laboratory analysis modelChapter 7. The Supplier Interface: Managing Risk7.1 Introduction 7.2 First-moment managers7.3 Second-moment managers7.4 Third-moment managers7.5 Fourth-moment managersChapter 8. Customer Interface 8.1 Introduction8.2 The basic Make-to-Stock model-controlling the inventory level8.3 The Make-to-Order process- customer interfaceChapter 9. The Tradeoffs between Quality, Speed, and Cost9.1