世界财经与管理教材大系·管理系列：生产与作业管理（第7版）

图书标准信息

• 作者 诺曼·盖泽 著
• 出版社 东北财经大学出版社
• 出版时间 1998-04
• 版次 1
• ISBN 9787810443968
• 定价 90.00元
• 装帧 平装
• 开本 16开
• 纸张 其他
• 页数 888页
• 正文语种 简体中文，英语

【内容简介】

　　内容提要本书是美国大学商学院联合体（AACSB）组织编写，专供大学商务、管理专业本科生、研究生层次教学的标准教材。它具有以下特点：为生产与作业管理提供了一套综合、实用而非纯理论性的方法；突出了作业战略、全球竞争、全面质量管理、服务作业、适时制等新兴热点问题；以解决问题与作出决策为主线贯穿全书；提供了大量、丰富的实际案例和阅读材料。

【作者简介】

　　诺曼·盖泽，俄克拉荷马大学工商管理硕士、博士，得克萨斯A&M大学教授。任教之前，曾供职于奥林公司，担任过主任工程师、经理等职务。他是美国著名的作业与生产管理专家，多家著名学术期刊的编委、美国大学商学院联合体理事。

【目录】

CONTENTSINBRlEF
Partl
PRODUCTlONANDOPERATlONS
MANAGEMENT：INTRODUCTlONAND
OVERVIEW
Chapter1
ProductionandOperationsManagement(POM)：An
Introduction
Chapter2
OperationsStrategy：UsingQuality，Cost，andServiceas
CompetitiveWeapons
Chapter3
ForecastinginPOM：TheStartingPointforAll
Planning
Partll
STRATEGlCDEClSlONS：PLANNlNGPRODUCTS
PROCESSES，TECHNOLOGBES，AND
FAClLmESl13
Chapter4
DesigningandDevelopingProductsandProduction
Processes：ManufacturingandServiceOperations
Chapter5
ProductionTechnology：SelectionandManagement
Chapter6
AllocatingResourcestoStrategicAltematives
Chapter7
Long-RangeCapacityPlanningandFacilityLocation
Chapter8
FacilityLayout：ManufacturingandServices
Partlll
OPERATlNGDEClSlONS：PLANNlNG
PRODUCTIONTOMEETDEMAND
Chapter9
Production-PlanningSystems，AggregatePlanning，and
MasterProductionScheduling
ChapterlO
IndependentDemandInventorySystems
Chapter11
ResourceRequirementsPlanningSystems：Material
RequirementsPlanning(MRP)andCapacityRequirements
Planning(CRP)
Chapter12
Shop-HoorPlanningandControlinManufacturing
Chapter13
PlanningandSchedulingServiceOperations
Chapter14
Just-in-Time(JlT)Manufacturing
Chapter15
MaterialsManagementandPurchasing
PartlV
CONTROLDEClSlONS：PLANNlNGAND
CONTROLLlNGOPERATlONSFOR
PRODUCTlVlTY，QUALlTY，AND
RELlABlLlTY
Chapter16
Productivity，Teamwork，andEmpowennent：Behavior，Work
Methods，andWorkMeasurement
Cbapter17
TotalQualityManagement(TQM)
Chapter18
QualityControl
Chapter19
PlanningandControllingProjects
Chapter20
MaintenanceManagementandReliability
Appendlxes
ANonnalProbabilityDistribution
BStudentstProbabilityDistribution
CThePOMComputerLibrary
DLinearProgranuningSolutionMethods
EAnswerstoOdd-NumberedProblems
FGlossary
index
CONTENTS
Partl
PRODUCTIONANDOPERATIONSMANAGEMENT：
INTRODUCTIONANDOVERVIEW
Chapterl
ProductionandOperationsManagement(POM)：AnIntroduction
HistoricalMilestonesinPOM
TheIndustrialRevolution
Post-CivilWarPeriod
ScientificManagement
HumanRelationsandBehavioralism
OperationsResearch
TheServiceRevolution
FactorsAffectingPOMToaay
DifferentWaysofStudyingPOM
ProductionasaSystem
ProductionasanOrganizationFunction
DecisionMakinginPOM.
WRAP-UP：WHATWORLD-CLASSPRODUCERSDO
REVIEWANDDISCUSSIONQUESTIONS
SELECTEDBIBLIOGRAPHY
INDUSTRYSNAPSHOT：
1.1ScientificMmagementatFordsRougePlant
Chapter2
OperationsStrategy：UsingQuality.Cost.andServiceasCompetitive
Weapons
TodaysGlobalBusinessCondidons
RealityofGlobalCompetition
U.S.Quality，Flexibility，andCostChallenges
AdvancedProductionTechnology
ContinuedGrowthoftheServiceSector
ScarcityofProductionResources
Social-ResponsibilityIssues
OperationsStrategy
CompetitivePrioritiesofProduction
ElementsofOperationsStrategy
OperationsStrategyinServices
FormingOperationsStrategies
EvolutionofPositioningStrategies
LinkingOperationsandMarketingStrategies
VarietyofStrategiesCanBeSuccessful
CompetitivenessofU.S.Manufacturers
WRAP-UP：WHATWORLD-CLASSPRODUCERSDO
REVIEWANDDISCUSSIONQUESTIONS
CASES
SELECTEDBIBLIOGRAPHY
INDUSTRYSNAPSHOTS：
2.1OptimisticSignalsAbouttheHealthofU.S.Manufacturing
2.2StrategicAUiances
2.3WorldCarsGettingWorldlier
2.4NorthAmericanAutoIndustryTransplants
2.5ClewingVpPaysOff
2.6RecyclingandConservationinIndustry
2.7EthicsCanBoosttheBottomtine
Chapter3
ForecastinginPOM：TheStartingPointforAllPlanning
QualitativeForecastingMethods
QuantitativeForecastingModels
ForecastAccuracy
Long-RangeForecasts
Short-RangeForecasts
HowtoHaveaSuccessfulForecastingSystem
HowtoSelectaForecastingMethod
HowtoMonitorandControlaForecastingModel
ComputerSoftwareforForecasting
ForecastinginSmallBusinessesandStart-UpVentures
WRAP-UP：WHATWORLD-CLASSPRODUCERSDO
REVIEWANDDISCUSSIONQUESTONS
PROBLEMS
CASES
SELECTEDBffiLIOGRAPHY
INDUSTRYSNAPSHOTS：
3.1DealinswithRiskinForecastingatRoyalDutch/shellGroup
3.2UsingaForecaslingExpertSystematXerox
3.3ForecastingFlareSalesatOlinCorpomfion
3.4FocusForecastinj!atAmericanHardwareSupply
Partll
STRATEGICDECISIONS：PLANNINGPRODUCTS，PROCESSES
TECHNOLOGIES，ANDFACILITIES
Chapter4
DesigningandDevelopingProductsandProductionProcesses：Manufacturingand
ServiceOperations
DesigningandDevelopingProductsandServices
SourcesofProductInwvation
DevehpingNewProducts
GeitingNewProductstoMarketFaster
ImprovingtheDesignsofExistingProducts
DesigningforEaseofProduction
DesigningforQuality
DesigningandDevelopingNewServices
ProcessPlanningandDesign
MajorPactorsAffectingProcessDesignDecisions
NatureofProduct/ServkeDemand
DegreecfVerticalIntegration
ProductionFlexibility
DegreeofAutomation
Product/ServiceQuality
TypesofProcessDesigns
Product-Focused
process-Focused
GroupTechnology/CellularManufacturing
InterrelationshipsAmongProductDesign，ProcessDesign，andInventoryPolicy
ProcessDesigninServices
DecidingAmongProcessingAltematives
BatchSizeandProductVariety
CapitalRequirementsforProcessDesigns
EconomicAnalysis
AssemblyCharts
ProcessCharts
PlantTours
AProduct-Focused，DedicatedFactory：SafetyProductsCorporation
AProcessFocusedFactory：R.R.Donnelley&Sons
AServiceOperation：Wal-MartRegionalDistributionCenter
WRAP-UP：WHATWORLD-CLASSPRODUCERSDO
RBVIEWANDDISCUSSIONQUBSTTONS
PROBLBMS
CASES
SBLECTEDBfflLIOGRAPHY
INDUSTRYSNAPSHOTS：
4.1WhatSomeU.S.CompaniesAreDoingtoGetNewProductstoMarketsFaster
4.2ProductDesignIsKeytoU.S.ManufacluringCompetitiveness
4.3CompaqChangestoProduce-to-Order
4.4DevelopingaBlueprintforServices
Chapter5
ProductionTechnology：SelectioaandManagement
ProliferationofAutomation
TypesofAutomation
MachineAttachments
NumericallyControlled(N/C)Machines
Robots
AutomatedQualityControlInspection
AutomaticJdentificationSystems(AIS)
AutomatedProcessControls
AutomatedProductionSystems
AutomatedFlowLInes
AutomatedAssemblySystems
FlexibleManufacturingSystems(FMS)
AutomatedStorageandRetrievalSystems(ASRS)
PactodesoftheFuture
CAD/CAM
Computer-lntegratedManufacluring(ClM)
CharacteristicsofFactoriesoftheFuture
AutomadoninServices
AutomadonIssues
High-Tech，Mid-Tech，orLow-TechProduction?
BuildingManufacturingFlexibility
JustifyingAutomationProjects
McmagingTechnologicalChange
WorkerDisplacement，Training，andRetraining
DecidingAmongAutomationAltematives
EconomicAnalysis
RatingScaleApproach
Relative-Aggregate-ScoresApproach
WRAP-UP：WHATWORLD-CLASSPRODUCERSDO
REVlEWANDDlSCUSSlONQUESTlONS
PROBLBMS
CASES
SELECTEDBlBUOORAPHY
INDUSTRYSNAPSHOTS：
5.1GambleonNewTechnologyPaysQffBig
5.2U.S.MaunfacturwgTumingtoAulmation
5.3OneoftheFirstN/CMachines
5.4ABreakthroughinAutomatingtheAssemblyLine
5.5FMSSwitchestoOtherProductsinSeconds
5.6IntegratingInformationandAutomationTechnologyintoServiceOperations
Chapter6
AllocatingResourcestoStrategicAlteraatives
RecognizingLPProblems
FonnulatingLPProblems
SolvingLPProblems
GraphicalLPSolutions
OverviewofOtherLPSolutionMethods
RealLPProblems
InterpretingComputerSolutionsofLPProblems
WRAP-UP：WHATWORLD-CLASSPRODUCBRSDO
RBVffiWANDDBCUSSlONQUESTlONS
PROBLBMS
ASBS
SBLBCTBDBlBUOORAPHY
INDUSTRYSNAPSHOTS：
6.1U.S.EconwmicDevelopmentThreatenedbyResowceShortage
6.2ProdwctionReswrcesAreinShortSupply
6.3LinearProgrammingCuttingCostsatAmericanAirlines
6.4ScientificAmericanPraisestheSimplexMethodofLinearProgramnting
6.5TheStartlingDiscoveryatBellLabs
Chaptar7
Long-RangeCapacltyPlanningandFacilityLocatfon
Long-RangeCapacityPlanning
DefinifionofProductionCapacity
MeasurementsofCapacity
ForecastmgCapacityDenumd
WaysofChangingCapacity
EconomiesofScale
AnalyzingCapacity-PlanniftgDecisions
DecisionTreeAnalysis
FacilityLocation
FactorsAffectingLocafionDecisions
TypesofFacilitiesandTheirDominantLocationalFactors
Data，Politics，Incentives，andPreemptiveTactics
AnalyzingRetailingandOtherServiceLocations
AnatyzingindustrialFacilityLocations
IntegratingQuantitativecmdQualitativeFactorsintoLocationDecisions
WRAP-UP：WHATWORLD-CLASSPRODUCBRSDO
REVIEWANDDlSCUSSlONQUESTONS
PROBLEMS
CASES
SBLECTEDBBUOGRAPHY
INDUSTKYSNAPSHOTS：
7.7AutomakersFacingChallengeoftheWsOvercapacity
7.2GMFmdsaLocaUonforSatum
7.3MexicoIsAttractingMoreForeignPlants
7.4McDonaldsSite-LocationSoftwore
Chaptar8
FacilityLayout：ManufacturingandServices
ManufacturingPacilityLayouts
MaterialsHandling
ProcessLayouts
ProductLayouts
CellularManufacturing(CM)Layouts
Fixed-PositionLayouts
HybridLayouts
NewTrendsinManufacmnngLayouts
AnalyzingManufacturingFacilityLayouts
PlanningProcessandWarehouseLayouts
PlannmgProductLayouts
ServiceFacilityLayouts
TypesofServiceFacilityLayouts
AnalyzingServiceFacilityLayouts
WRAP-UP：WHATWORLD-CLASSPRODUCERSDO
REVIEWANDDISCUSSlONQUESTlONS
PROBLEMS
CASES
SELECTEDBBLlOGRAPHY
INDUSTRYSNAPSHOT：
8.1TheNatureofMimufactwingCells
Partlll
OPERATlNGDEClSlONS;PLANNlNGPRODUCTlONTOMEET
DEMAND
Cbapter9
Production-PlanningSystems，AggregatePlanning，andMasterProduction
Scheduling
Production-PlanningHierarchy
AggregatePlanning
AggregateDemand
DimensionsofProductionCapacity
SourcesofMedium-RangeProductionCapacity
SomeTradilionalAggregatePlans
CriteriaforSelectingAggregatePlans
AggregatePlansforServices
MathematicalModelsforAggregatePlanning
PreemptiveTactics
MasterProductionScheduling
ObjectivesofMasterProductionScheduling
TimeFencesinMasterProductionSchedules
ProceduresforDevelopingMasterProductionSchedules
DemandManagement
WeeklyUpdatingoftheMPS
MPSinProduce-to-StockandProduce-to-OrderFirms
LengthofPlanningHoriwns
ComputerizedMPS
TypesofProduction-PlanningandControlSystems
Pond-DrainingSystems
PushSystems
PullSystems
FocusingonBottlenecks
WRAP-UP：WHATWORLD-CLASSPRODUCERSDO
REVlEWANDDBCUSSlONQUESTTONS
PROBLEMS
CASES
SELECTEDBlBLIOGRAPHY
INDUSTRYSNAPSHOT：
9.7AggregatePlanningatSherman-BrownChemicalCompany
ChapterlO
INdependentDemandInventorySystems
OpposingViewsofInventories
WhyWeWanttoHoldInventories
WhyWeDoNotWanttoHoldInventories
NatureofInventones
FixedOrderQuantitySystems
DeterminmgOrderQwmtities
DeterminingOrderPoints
FixedOrderPeriodSystems
OtherInventoryModets
HybridInventoryModels
Single-PeriodInventoryModels
SomeRealitiesofInventoryPlanning
ABCClassificationofMaterials
EOQandUncertainty
DynamicsoflnventoryPlanning
OtherFactorsAffectingInventoryPlanning
ComputersandInventoryPlanning
WRAP-UP：WHATWORLD-CLASSPRODUCERSDO
REVlEWANDDlSCUSSlONQUESTlONS
PROBLEMS
CASES
SELECTEDBBUOORAPHY
INDUSTRYSNAPSHOT：
lO.lManagersUseComputerstoMakeInventoryDecisions
Chapter11
ResourceRequirementsPlanningSystems：MaterialRequirementsPlanning
(MRP)aodCapacityRequirementsPlanning(CRP)
MaterialRequirementsPlanning(MRP)
ObjectivesofMRP
ElementsofMRP
GreenThumbWaterSprinklerCompany
Lot-SizinginMRP
IssuesinMRP
FromMRPltoMRPll
HowMRPAdaptstoChange
EvaluationofMRP
CapacityRequirementsPlanning(CRP)
LoadSchedules
WRAP-UP：WHATWORLD-CLASSPRODUCERSDO
REVlEWANDDlSCUSSlONQUESTlONS
PROBLEMS
CASES
SELBCTEDBBUOGRAPHY
INDUSTRYSNAPSHOT：
ll.lGreenThumbWaterSprinklerCompany
Chapter12
ShopFloorPlanningandControlinManufacturing
SchedulingProcess-FocusedManirfactBrina
Shop-FloorPlamiingandControl
prder-SequencingProblems
AssignmenlProblems
SchedulingProduct-FocusedManufactaring
BatchScheduling
DeliverySchedules：Line-of-BalanceMethod
ComputerizedSchedulingSystfems
WRAP-UP：WHATWORLD-CLASSPRODUCTRSDO
REVBWANDDlSCUSSlONQUBSTIONS
PROBLEMS
CASBS
SELECTEDBIBLUOGRAPHY
INDUSTRYSNAPSHOT：
12.1FiniteLoadingatSMC
Chapter13
PlanningandSchedulingServiceODeratfons
NatureofServicesRevisited
OperationsStrategiesforServices
TypesofServiceOperations
SchedulingChallengesinSemces
SchedulingQuasiManufacturingServiceOperanons
Process-FocusedOperations
Product-FocusedOperations
Work-ShtftSchedulinginServiceOperatwns
SchedulingCustomer-as-ParticipantservicaOpeiatioas
NatureofTheseOperations
WaitingLinesinServiceOperanons
SchedulingCustomer-as-ProductServiceOPerations
NatureofTheseOperations
UsingComputerSimutationmServtceOPeranons
WRAP-UP：WHATWORLD-CKASSPRODUCERSDO
RBVIEWANDDISCUSSlONQUBSTlONS
PROBLBMS
CASBS
SELECTBDBlBLlOGRAPHY
INDUSTRYSNAPSHOT!
13.1RealityofCompetifionOrippinstheU-S.Servicesector
Chaptar14
Just-in-Time(JTT)Manufacturing
TheJust-in-Time(JlT)ManufacturingPhilosophy
PrerequisitesforJlTManufacturma
ElementsofJITManufacturing
EliminatingWaste
EnforcedProblemSolvingandContinuousInwrovement
PeopleMakeJITWork
TotalQualityMcmagement(TQM)
ParallelProcessing
KanbanProdwtionControl
JITPurchasmg
WorkinsTowardReducingInventories
WorkingTowardRepetifiveManufacturing
BenefitsofJITManufacturing
SuccessandJITManufacturing
WRAP-UP：WHATWORLD-CLASSPRODUCERSDO
REVIEWANDDISCUSSIONQUESTIONS
PROBLBMS
CASES
SELECTBDBIBLIOGRAPHY
INDUSTRYSNAPSHOTS：
14.1ARevolutionaryWaytoStreamlinetheFactory
14.2UsingQueuingTheorytoAchieveTime-BasedCompetition
14.3JITPurchasing：SuccessandObstacles
14.4JTTManufacturingSuccesses
Chapter15
MaterialsManagementandPurchasing
Purchasing
ImportanceofPurchasingToday
MissionofPurchasing
WhatPurchasingManagersDo
PurchasingDepartmentsinOrganizattons
PurchasingProcesses
BuyersandTheirDuties
Make-or-BuyAnatysis
EthicsinBuying
Purchasing：TheIntemationalFrontier
Just-in-Time(JIT)Purcfaasing
Logistics
ProductionControl：MovemenfofMatervalswithinFactoies
ShipmentsfomdfromFactones
InnovafionsinLogistics
Warehousing
WarehousingOperations
MelhodsofInventoryAccountmg
ContemporaryDevelopmentsmWarehousing
Expediting
BenchmarkingthePerformanceofMaterialsManaeers
WRAP-UP：WHATWORLD-CLASSPRODUGBSSDO
REVIEWANDDISCUSSIONQUESTIONS
FIELDPROIECTSINMATERIALSMANAGEMENT
PROBLEMS
CASES
SELECTBDBIBUOGRAPHY
INDUSTRYSNAPSHOTS：
15.1AllegationsoflmproperBehaviorbyBuyers
15.2ManufacturersandSuppliersFomNewPartnerships
15.3InnovationinShippingMethods
l5.4TruckmgFirmsUseComputers
PartlV
CONTROLDEClSlONS：PLANNlNGANDCONTROLLlNG
OPERATlONSFORPRODUCTlVlTY，QUALlTY，AND
RELlABlLlTY
Chapter16
Productivity，Teamwork，andEmpowerment：Behavior，WorkMethods，and
WorkMeasurement
ProductivityandHumanBehavior
MultffactorApproachtoMeasuringProductivity
LaborPrvductivity
DesigningWorkersJobs
EmpoweringWorkers
WorkMethodsAnalysis
PrinciplesofMotionEconomy
HcwtoDoMethodsAnatysis
WorkMeasurement
LaborStandards
TimeStudy
WorkSampling
PredeterminedTimeStandards
LeamingCurves
ArithmeticAnalysis
LogarithmicAnalysis
Leaming-CurveTables
SelectingaLeamingRate
UsesandLimitationsofLeammgCurves
Employees*HealthandSafety
WRAP-UP：WHATWORLD-CLASSPRODUCBRSDO
REVlEWANDDlSCUSSlONQUESTIONS
PROBLEMS
CASBS
SBLECTEDBBUOGRAPHY
INDUSTRYSNAPSHOTS：
16.1LowWagesNotongerGiveCompetitiveEdse
16.2MultifactorApproachtoMeasuringProductivity
16.3U-S.ProductivtyandStandardOflivingNo.linWorld
16.4PfvductivitylmprovementwroraMOtorComjpany
16.5TrainingEmployeesforaCompetiliveEdge
16.6TheJapaneseApproachtoJobSecurityandLifetimeEmplayment
Chapter17
TotalQualityManagement(TQM)
NatureofQuality
DimensionsofQuality
DeterminantsofQuality
CostsofQuality
TraditionalQualityManagement
ModemQualityManagement
QualityGurus
QualityDrivestheProductivityMachine
OtherAspectsoftheQualityPicture
EmergingQualityStandards
MalcolmBaldrigeNationalQualityAward
TheDemingPrize
ISO9000Stanlards
TotalQualityManagement(TQM)Programs
TopManagementCommitmentandInvolvement
CustomerInvolvement
DesigningProductsforQuality
DesignIngandControllingProductionProcesses
DevelopingSupplierPartnerships
CustomerService，Distribution，andInstallation
BuldingTeamsofEmpoweredEmployees
BenchmarkingandContinwusImprovement
TQMinService
EvaluationofTQM
WRAP-UP：WHATWORLD-CLASSPRODUCERSDO
REVlEWANDDlSCUSSlONQUESTlONS
PROBLEMS
CASES
SELECTEDBBUOGRAPHY
INDUSTRYSNAPSHOTS：
17.1U-S.QualityIsBetter，BulNeedstoBeBest
77.2DemmgsWay
77.3TheMalcolmBalbrigeNationalQualityAward
17.4EmpoweredWorkTeamsatSquareDCorporation
77.5World-ClassCompaniesinBenchmarking
77.6ClosingtheServiceQualityGaps
77.7ExamplesofTQMinServices
77.8AvoidingthePitfallsinInstallingTQMProgrwns
Cbapter18
QualityControl
StatisticalConceptsinQualityControl
Samplmg
CentralLimitTheoremandQualityControl
ControlCharts
ControlChartsforAttributes
ControlChartsforVariables
AcceptancePlans
Single，Double，andSequentialSamples
Single-SampleAcceptancePlansforAttributes
EstimatingAcceptanceCriteria
Single-SampleAcceptancePlansforVariables
ComputersinQualityControl
QualityControlinServices
WRAP-UP：WHATWORLD-CLASSPRODUCERSDO
REVlEWANDDlSCUSSlONQUESTONS
PROBLEMS
CASES
SELECTEDBlBLIOGRAPHY
INDUSTRYSNAPSHOT：
18.1StatisticalProcessControl(SPC)
Chapter19
PlanningandControllingProjects
ProjectManagement
Prqject-PlanningandControlTechniques
SchedulingandControlCharts
CriticalPathMethod(CPM)
ProgramEvaluationandReviewTechnique(PERT)
ProjectCostControlSystems
CPM/PERTinPractice
ComputerSoftwareforProjectManagement
AnEvaluationofCPM/PERT
WRAP-UP：WHATWORLD-CLASSPRODUCERSDO
REVIEWANDDlSCUSSlONQUBSTlONS
PROBLEMS
CASES
SELECTEDBIBUOORAPHY
Chapter20
MaintenanceManagementandReliability
RepairPrograms
RepairCrews，StandbyMachines，andRepairShops
BreakdownsTriggerRepairsandCorrectiveActions
EarlyParts-ReplacementPolicies
LettingWorkersRepairTheirOwnMachines
PreventiveMaintenance(PM)Programs
PMandOperationsStrategies
AutomationandtheProminenceofPM
SchedulingPMActivities
PMDataBaseRequirements
ModemApproachestoPM
MachineReliability
SecondaryMaintenanceDepartmentResponsibilities
TrendsinMaintenance
WRAP-UP：WHATWORLD-CLASSPRODUCERSDO
REVlEWANDDlSCUSSlONQUESTTONS
PROBLEMS
CASBS
SBLECTEDBBUOGRAPHY
INDUSTRYSNAPSHOTS：
20.7PMattheSource，orTotalPrevenliveMaintenance(TPM)
20.2GMVsesComputerMonitoringofMachines
20.3DecisionSupportSystemforAircraftMaintenancePlmningatAmericanAirlines
Appendixes
AppendixA
NonnalProbabilityDistribution
AppendixB
StudentstProbabilityDistribution
AppendixC
ThePOMComputerLibrary
AppendixD
LinearProgrammingSolutionMethods
AppendixE
AnswerstoOdd-NumberedProblems
AppendixF
Glossary
AuthorIndex
SubjectIndex